Silver Fiddle

Silver Fiddle Construction 1) Identify potential risks associated with this project. Try to come up with at least five different risks. Now that we have clearly defined the key aspects and variables associated with this project. A brief description of the risks I identified begins with Silver Fiddle’s practice of using subcontractors. * Silver Fiddle routinely subcontracts build work to local subcontractors. As previously discussed, Silver Fiddle is scheduled to build eleven homes this year, and these homes will be built in a local housing market which can be described as â€Å"booming†.Since the Czopek home is scheduled to be built within five months, our concern is that there will be a lack of subcontractors available to work on the home, given the booming housing market and the multiple homes being constructed simultaneously. We feel a well-designed time estimation based upon parametric procedures would help identify when specific subcontractors would be needed, allo wing Silver Fiddle to â€Å"book† each subcontractor for the correct time required in advance. Simply put, parametric procedures are methods of estimating based upon data from past projects.This old data is then used to devise a cost, or in this case, a timeline, which is relevant to the new procedure. This is based upon the similarities between the legacy project data and the current project scope. These similarities are key for parametric procedures to yield accurate estimates. An alternate means of mitigating this risk is to identify a secondary set of subcontractors who are not in the local area and likely to be available during the forecasted time. * The next risk we identified was the possibility of not meeting the five month deadline for completion.We felt this was in part due to a lack of equipment and manpower. Since Silver Fiddle will be completing eleven other homes, the availability of their organic, or in house workers, along with their high-cost, high-use, limit ed availability equipment such as Earth movers, excavators and the like, may be restricted * The availability of building supplies is another risk we feel is relevant to the project. With a number of other homes being built by Silver Fiddle coupled with a brisk housing market comprised of other homes being uilt simultaneously by other builders, a shortage of building materials is a real possibility. Since Silver Fiddle specializes in custom built homes, there is also a possibility that the Czopek have selected their home particulars, such as fixtures and other details from local vendors who may or may not have those items in stock when the time comes to purchase and install them. Other supplies in short demand could be items such as lumber, concrete, plywood, shingles, drywall and other construction materials. * Since Silver Fiddle only employs a bookkeeper part time, we feel this presents an opportunity for risk.Without a full-time bookkeeper, it would be easy for Silver Fiddle to lose track of costs, manpower scheduling and severely impede their ability to monitor the overall progress of the project. Additionally, we feel this could also prevent Silver Fiddle from having real-time evaluation capability of other aspects of the project. * The final significant risk my firm identified is the possibility of not meeting the established budget ceiling of $320,000. There are many variables which we feel could cause the cost of build to exceed the budget.Some of those variables include having to pay a premium for in-demand subcontractors, the cost of buying and shipping materials and/or unique detailed items not locally available, and the rising cost of fuel for heavy construction equipment. Another variable which could cause the project to exceed the budget is scope creep. We feel that developing a responsible time-phased budget along with the establishment of common sense phase gates would help reduce unexpected costs and ensure the project remained on track finan cially. ) Use a risk assessment matrix similar to figure 7. 4 to analyze identified risks. The risk assessment form at Figure 1 provides a graphic representation of the risks we previously introduced and identified. Although in our previous discussion, we provided detailed information about each risk, the risk assessment form includes additional information on our evaluation of the likelihood and impact of each risk. Figure 1. Risk Assessment Form Risk Event| Likelihood| Impact| Detection Difficulty|Lack of preferred subcontractors| 3| 4| 2| Exceeding five month deadline| 4| 2| 2| Lack of available building supplies| 2| 3| 1| Inadequate oversight due to bookkeeper continuity| 4| 4| 1| Exceeding the budget| 2| 4| 1| In reviewing the likelihood and impact data from Figure 1, it is clear we feel that it is very likely that the project will exceed the five month deadline and, without proactive measures now, inadequate oversight will result from the current bookkeeper arrangement.The hig h likelihood we assign to exceeding the time limit is due to a great number of variables upon which the construction time is dependent. Should any one of these variables, such as lack of personnel, key equipment, supplies, etc. become problematic, it would impact other dependent variables, ultimately causing the project to exceed the deadline. Additionally, the customers have already expressed their preference to extend the deadline if it means a cost savings, and that is another scenario which may impact the completion date.The fact that the customer has given approval for extending the due date in favor of saving money demonstrates that a firm deadline is not a major consideration for the customer and is the reason we assign an impact factor of 2 for this event. On the other hand, we assigned a likelihood factor of 2 to exceeding the budget since we feel the budget will be scrutinized over the life of the build, reducing the likelihood that it will become an issue, and an impact f actor of 4 due to its importance to the customer.We assigned a likelihood factor of 4 to inadequate project oversight due to lack of a full-time bookkeeper. We also assigned an impact factor of 4 to this risk event as well, since lack of fiscal oversight would render it nearly impossible to monitor and curb costs, which is a priority of the customers. 3) Develop a risk response matrix similar to figure 7. 7 to outline how would deal with each of the risks. Let’s review our risk response matrix, located at Figure 2. This matrix provides responses and contingency plans for each risk event. Figure 2. Risk Response MatrixRisk Event| Response| Contingency Plan| Trigger | Who is Responsible| Lack of preferred subcontractors| Use parametric procedures to design a time estimation schedule| Use an alternate set of contractors from outside the local area| Subcontractors report they are unavailable for the project| Project manager| Exceeding five month deadline| Use resource leveling to smooth resource allocation and use heuristics| Lease equipment and operators| Resource leveling efforts are unsuccessful at smoothing allocations| Project manager| Lack of available building supplies| Advance purchase and store known needed supplies| Source multiple vendors for detailed items for customer wants| Should be done immediately| Construction foreman| Inadequate oversight due to bookkeeper continuity| Make current, part-time bookkeeper a full-time employee| Hire another bookkeeper to augment current bookkeeper’s hours| Should be done immediately| Office manager| Exceeding the budget| Develop a time-phased budget| Develop and implement project phase gates| Upon completion of project scope| Project manager| In evaluating each risk, we have done our best to not only develop a common sense response action in the event each risk occurs, but also to identify an emergency contingency plan for each risk event as well. Additionally, we have identified â€Å"trigger† events, or events which would indicate response actions and/or contingency plans should be implemented. Finally, we have assigned responsibility for the monitoring or each risk and the implementation of the response plans.

Engineer

Concentrated Knowledgeâ„ ¢ for the Busy Executive Vol. 24, No. 8 (2 parts) Part 1, August 2002 †¢ Order # 24-19 FILE: LEADERSHIP  ® Realizing the Power of Emotional Intelligence PRIMAL LEADERSHIP THE SUMMARY IN BRIEF Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions. Humankind’s original leaders earned their place because their leadership was emotionally compelling. In the modern organization this primordial emotional task remains.Leaders must drive the collective emotions in a positive direction and clear the smog created by toxic emotions whether it is on the shop floor or in the boardroom. When leaders drive emotions positively they bring out everyone’s best. When they drive emotions negatively they spawn dissonance, undermining the emotional foundations t hat let people shine. The key to making primal leadership work to everyone’s advantage lies in the leadership competencies of emotional intelligence; how leaders handle themselves and their relationships. Leaders who exercise primal leadership drive the emotions of those they lead in the right direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The Vital Emotional Component of Leadership Page 2 Why Good Leaders Must Read Emotions Pages 2, 3 The Four Dimensions Of Emotional Intelligence Pages 3, 4 The Leadership Repertoire Pages 4, 5 What You’ll Learn In This Summary In this summary, you will learn the secrets of primal leadership by: ? Understanding what primal leadership is and why, when practiced correctly, it creates resonance in your organization. ? Understanding the neuroanatomy that underlies primal leadership and what emotional intelligence competencies you need to succeed. Understanding the six leadership styles you can use — from visi onary to coaching to pacesetting — to inspire others, and when to use each one. ? Understanding who you are and what you need to change to become a primal leader, and then develop a plan to make those changes. ? Learning how to build emotionally intelligent organizations. Published by Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA  ©2002 Soundview Executive Book Summaries †¢ All rights reserved. Reproduction in whole or part is prohibited. Developing Emotionally Intelligent Leaders Pages 5, 6 The Motivation to ChangePages 6, 7 Building Emotionally Intelligent Organizations Pages 7, 8 Reality and the Ideal Vision Page 8 Creating Sustainable Change Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee — THE COMPLETE SUMMARY The Vital Emotional Component of Leadership Gifted leadership occurs where heart and head — feeling and thought — meet. These are the two things that allow a leade r to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone won’t make a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating resonance.As a result, the manner in which leaders act — not just what they do, but how they do it — is a fundamental key to effective leadership. The reason lies in the design of the human brain. Laughter and the Open Loop A study at Yale University showed that among working groups, cheerfulness and warmth spread most easily. Laughter, in particular, demonstrates the power of the open loop in operation. Unlike other emotional signals which can be feigned, laughter is largely involuntary. In a neurological sense, laughing represents the shortest distance between two people because it instantly interlocks limbic systems.This immediate, involuntary reaction might be called a limbic lock. Laughter in the workplace signals trust, comfort, a nd a shared sense of the world. a management team that did not get along, the poorer the company’s market return.  ¦ The Open Loop The brain is an open loop. We rely on connections with other people for our emotional stability. Scientists describe the open-loop system as â€Å"interpersonal limbic regulation,† whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms and even immune function inside the body of another.Other people can change our very physiology and our emotions. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her flavor to the mix. Negative emotions — especially chronic anger, anxiety or a sense of futility — powerfully disrupt work, hijacking attentions from the tasks at hand. On the other hand, when people feel good, they work at their best. Feeling good lubricates mental efficiency, making people better at understanding information and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, make more sales, in part because they are able to withstand rejection better than their more pessimistic peers. A study on 62 CEOs and their top management shows just how important mood is. The CEOs and their management team members were assessed on how upbeat — energetic, enthusiastic and determined — they were. They were also asked how much conflict the top team experienced. The study found that the more positive the overall moods of people in the top management team, the more cooperative they worked together and the better the company’s business results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of being continually off-key. Ranging fr om abusive tyrants to manipulative sociopaths, dissonant leaders are out of touch and create wretched workplaces (continued on page 3) The authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee, who is a member of the faculty of the University of Pennsylvania Graduate School of Education, consults to business leaders worldwide. Copyright © 2002 by Daniel Goleman. Summarized by permission of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, 175 Fifth Avenue, New York, NY 10010 (for audio rights). 306 pages. $26. 95. 0-57851-486-X.Published by Soundview Executive Book Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a divis ion of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions: $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices. Postmaster: Send address changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright  © 2002 by Soundview Executive Book Summaries.Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) Multiple-subscription discounts and Corporate Site Licenses are also available. . 2 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) Leadership and the Brain’s Design New findings in brain research show that the neural systems responsible for the intellect and for the emotions are separate, but have intimately interwoven connections.This brain circuitry provides the neural basis of primal leadership. Although our business culture places great value in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain — our emotional center — commandeers the rest of our brain. There is a good reason for this. Emotions are crucial for survival, being the brain’s way of alerting us to something urgent and offering an immediate plan for action — fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The trigger point is the amygdala, a limbic brain structure that scans what’s happening to us moment by moment, always on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. Tod ay we face complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked — swept away by anxiety or anger better suited for handling bodily threats than office politics.Fortunately, emotional impulses pass through other parts of the brain, from the amygdala through the prefrontal area. There an emotional impulse can be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological superhighway. The emotional intelligence competencies hinge on the smooth operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ? — although they have no idea how destructive they are, or simply don’t care.Meanwhile, the collective distress they trigger becomes the group’s preoccupation, deflecting attention away from their mission. Emotionally Intelligent Resonance Resonant leaders, on the other hand , are attuned to their people’s feelings and move them in a positive emotional direction. Resonance comes naturally to emotionally intelligent leaders. Their passion and enthusiastic energy resounds throughout the group. When there are serious concerns, emotionally intelligent (EI) leaders use empathy to attune to the emotional registry of the people they lead.For example, if something has happened that everyone feels angry about (such as the closing of a division) or sad about (such as a co-worker’s serious illness) the EI leader not only empathizes with those emotions, but also expresses them for the group. The leader leaves people feeling understood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They share ideas, learn from one another, make decisions collaboratively, and get things done. Perhaps most important, connecting with others at an emotional level makes work more meaningful.  ¦ The Four Dimensions Of Emotional Intel ligenceThere are four domains to emotional intelligence: selfawareness, self-management, social awareness and relationships management. Within the four domains are 18 competencies. These competencies are the vehicles of primal leadership. Even the most outstanding leader will not have all competencies. Effective leaders, though, exhibit at least one competency from each of the domains. The four domains and their competencies are listed below: Self-awareness ? Emotional self-awareness: Reading one’s own emotions and recognizing their impact and using â€Å"gut sense† to guide decisions. Accurate self-assessment: Knowing one’s strengths and limits. ? Self-confidence: A sound sense of one’s self-worth and capabilities. Transparency: Displaying honesty, integrity and trustworthiness. ? Adaptability: Flexibility in adapting to changing situations or overcoming obstacles. ? Achievement: The drive to improve performance to meet inner standards of excellence. ? I nitiative: Readiness to act and seize opportunities. ? Optimism: Seeing the upside in events. Social Awareness ? Self-management ? Emotional self-control: Keeping disruptive emotions and impulses under control.Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns. ? Organizational awareness: Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries  ® 3 Primal Leadership — SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? Service: Recognizing and meeting follower, client or customer needs. Relationship Management ? Inspirational leadership: Guiding and motivating with a compelling vision. ? Influence: Wielding a range of tactics for persuasion. Developing others: Bolstering others’ abilities through feedback and guidance. ? Change catalyst: Initiating, managing and leading in new directions. ? Building bonds: Cultivating and maintaining relationship webs. ? Teamwork and collaboration: Cooperation and team-building.  ¦ The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct approaches to leadership. Four of the styles — visionary, coaching, affiliative and democratic — create the kind of resonance that boosts performance. The other two — pacesetting and commanding — should be applied with caution. nd fostering friendly interactions. When leaders are being affiliative, they focus on the emotional needs of workers, using empathy. Many leaders who use the affiliative approach combine it with the visionary approach. Visionary leaders state a mission, set standards, and let people know whether their work is furthering group goals. Ally that with the caring approach of the affiliative leader and you have a potent combination. 4. Democratic. A democratic leader builds on a triad of EI abilities: teamw ork and collaboration, conflict management and influence. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBM’s Louis Gerstner, an outsider to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, restricted to settings where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t (continued on page 5) The Six Styles of Leadership 1. Visionary. The visionary leader articulates where a group is going, but not how it gets there — setting people free to innovate, experiment and take calculated risks. Inspirational leadership is the emotional intelligence competence that most strongly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leader’s vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and understand their perspectives helps leader articulate a truly inspirational vision. 2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. Effective coaching exemplifies the EI competency of developing others, which lets a leader act as a counselor.It works hand in hand with two other competenc ies: emotional awareness and empathy. 3. Affiliative. The affiliative style of leadership represents the collaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social agency, there were clearly problems. Her predecessor had mired the agency in rules that the talented staff the agency had attracted because of its mission found draining. Despite increased needs for the agency’s services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the future and tapped into the compassion and dedication they felt. She voiced their shared values whenever she could. She guided them in looking at whether how they did things furthered the mission, and together they eliminated rules that made no sense. Meanwhile, she modeled the principles of the new organization she wanted to create: one that wa s transparent and honest; one that focused on rigor and results. Then Leroy and her team tackled the changes. The agency’s emotional climate changed to reflect her passion and commitment; she set the tone as a visionary leader.Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY The Leadership Repertoire (continued from page 4) The Case of Too Much Pacesetting The superb technical skills of Sam, an R&D biochemist at a large pharmaceutical company, made him an early star. When he was appointed to head a team to develop a new product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by working late and offering himself as a model of how to do first-class scientific work under tremendous deadline pressure.His team completed the task in record time. But when Sam was selected to head R&D, he began to slip. Not trusting the capabilities of his subordinates, he refused to delega te power, becoming instead a micro-manager obsessed with details. He took over for others he perceived as slacking, rather than trust that they could improve with guidance. To everyone’s relief, including his own, he returned to his old job. trust them to get their job done. The emotional intelligence foundation of a pacesetter is the drive to achieve through improved performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team building of the affiliate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesn’t bother to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek tight control and monitoring. Of all the leadership styles, the commanding approach is the least effective. Consid er what the style does to an organization’s climate.Given that emotional contagion spreads most readily from the top down, an intimidating, cold leader contaminates everyone’s mood. Such a leader erodes people’s spirits and the pride and satisfaction they take in their work. The commanding style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a hostile take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on three emotional intelligence competencies: influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track.  ¦ Developing Emotionally Intelligent Leaders The key to learning that lasts lies in the brain. Remember that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended practice and feedback. The limbic system is a slow learner, especially when trying to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership learning requires plenty of practice and repetition. That’s because neural connections used over and over (continued on page 6) Boyatzis’s Theory of Self-Directed Learning Practicing the new behavior, building new neural pathways through to mastery 1. My ideal self: Who do I want to be? 2. My real self: Who am I? 5. Developing trusting relationships that help, support and encourage each step in the process 4. Experimenting with new behavior, thoughts and feelingsMy strengths: Where my ideal and real self overlap My gaps: Where my ideal and real self differ 3. My learning agenda: Building on my strengths while reducing gaps Soundview Executive Book Summaries  ® 5 Primal Leadership — SUMMARY How One Leader Changed When Nick, a star salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the bottom quartile. He hired leadership consultants, who determined what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was encouraged to focus on his salespeople’s performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman — empathy, self-management and inspiration — transferred well. He seized the opportunity to work one-on-one and stifled his impulse to jump in when he got impatient with someone’s work. Eighteen months later, the agency had moved from the bottom to the top and Nick became one o f the youngest managers to win a national award for growth. The Motivation to Change The first discovery — the ideal self — is where change begins.Connecting with one’s passion, energy, and excitement about life is the key to uncovering your ideal self. Doing so requires a reach deep inside. You, Fifteen Years from Now Think about where you would be sitting and reading this summary if it were fifteen years from now and you were living your ideal life. What kinds of people are around you? What does your environment look and feel like? What would you be doing during a typical day? Don’t worry about the feasibility. Just let the image develop and place yourself in the picture. Write down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding prin ciples are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience before you die. Doing so will open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership development must be self-directed. You must want to develop or strengthen an aspect of who you are or who you want to be. This requires first getting a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves five discoveries, each representing a discontinuity. The goal is to use each discovery as a tool for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the following stages: ? The first discovery: My ideal self — Who do I want to be? ? The second discover y: My real self — Who am I?What are my strengths and gaps? ? The third discovery: My learning agenda — How can I build on my strengths while reducing my gaps? ? The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery: Developing supportive and trusting relationships that make change possible.  ¦ Look at Your Real Self Once you see your ideal self, you need to look at your real self — the second discovery. Then, and only then, can you understand your strengths. Taking stock of your real self starts with an inventory of your talents and passions — the person you actually are.This can be painful if the slow, invisible creep of compromise and complacency has caused your ideal self to slip away. How do you get to the truth of your real self? You must break through the information quarantine around you. Actively seek out negative feedback. You can do this using a 360-degree ev aluation — collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your strengths and gaps. Do this by creating a personal balance sheet, listing both.Don’t focus solely on the gaps. Metamorphosis: Sustaining Leadership Change It’s now time to develop a practical plan to learn leadership skills, which is the third discovery. Focus on improvements you are passionate about, building on your strengths while filling the gaps. Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that: (continued on page 7) 6 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Are You a Boiling Frog? If you drop a frog into boiling water, it will instinctively jump out.But if you place the frog in a pot of cold water and gradually increa se the temperature, the frog won’t notice the water’s getting hotter. It will sit there until the water boils. The fate of that poached frog isn’t so unlike some leaders who settle into a routine or let small conveniences solidify into large habits — and allow inertia to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical mass of resonant leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. Groups only begin to change when they understand how they work, especially if there is discordance. They must understand what the underlying group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strength s. ? Goals must be your own, not someone else’s. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is superior to that of the brightest individual in the group — unless the group lacks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You can’t (and only when) assume that the force of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive people’s behavior. Don’t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must address the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting Stage The fourth discovery requires you to reconfigure your brain as you practice new behaviors to the point of mastery.You can only do this by bringing bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. Envision yourself repeating the behavior you want to master ov er and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections necessary for genuine change to occur. Supportive and Trusting Relationships Finally, begin applying the fifth discovery — the power of supportive relationships. For anyone who has gone through leadership development that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological safety.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and avoid risk-taking change. Where can you find these relationships? One approach is to find a mentor. Another is to hire an executive coach.  ¦ Maximizing the Group’s Emotional Intelligence A group’s emotional intelligence requires the same cap abilities that an emotionally intelligent individual does — self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood from spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries  ® 7 Primal Leadership — SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way location and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the member’s anger is allowed to fester, it will infect the whole team. But if instead, the leader acknowledges the sacrifice the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collecti ve self-awareness. This is the true work of the team leader. Initiate the process by looking at what’s really going on in the group. Uncover the team’s less-productive norms and work with the team to change them.  ¦ Shoney’s Transformation The Shoney’s restaurant chain had a close-knit group of executives at the top — people who knew each other well, shared history and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boy’s network of white male senior executives with an underlying culture that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who alleged discrimination. A cadre of new leaders have changed the company’s culture and broadened opportunities so much that ten years later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred beca use the lawsuit was a wake-up call regarding the reality of the company’s dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question the emotional reality and cultural norms underlying the organization’s daily activities and behavior. To create resonance and results, the leader has to pay attention to people’s emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance and dissonance. The overall ratio determines the organization’s emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotiona lly intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. That’s because new leadership means a new mindset and new behaviors, and in order for these to stick, the organization’s culture, systems and processes all need to change.Let’s say that as a leader, you get it. You’ve set the stage by assessing the culture, examining the reality and the ideal. You’ve created resonance around the idea of change, and you’ve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their daily work as a learning laboratory. That process must also be self-directed and include the following elements: ?A tie-in to the organization’s culture. ? Seminars emphasizing individual change. ? Learning abou t emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching.  ¦ Dynamic Inquiry A process called dynamic inquiry can help you discover an organization’s emotional reality — what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand what’s getting in its reality. the way.The process uses focused conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum. People feel inspired and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision — one that is in sync with individual hopes and dreams .  ¦ 8 Soundview Executive Book Summaries  ®

1960s Fashion

There was emphasis on the youth and ‘The Look’ that began to displace the ‘New look’ of the post war period. Becoming more open minded, independent and culturally aware were all things that the youth began to adopt, along with disposable income. Benefits from the post war industrial boom encouraged this new attitude towards money and the way it could be spent. †¦commercial success stories, many related to retailing of one sort of another, with fashion and home furnishings being at the fore front of the consumer revolution. Because this was a time of virtually full employment and economic prosperity, consumers had more money to spend than ever before. † (Jackson, 1998, p35) The style and attitude towards fashion had changed, and it became a passion rather then a necessity. Music in the 60’s had a strong influential bond with fashion and style that had never been so closely linked. This unison created distinctive style of dress, developing from Beatnik, Teddy Boys and Mods. The attitude towards style had become very open and people began to gain confidence in their own development of sense of style. â€Å"†¦ music and attitudes that could be understood at a glance. And the freedom that fashion allowed in the sixties meant that everyone could dress up. † (Connikie, 1990, p7) The Beatles were the band that represented the forefront of men’s fashion. They developed styles for each new record release and in 1963 they had portrayed the distinctive collarless Cardin Suits and collar-length hair. This recognisable hair cut became instantly noticeable in the youth culture. â€Å"†¦became a universal sign of rebellious youth. † (Connikie, 1990, p36) The Beatles also adopted a similarity to the â€Å"mod’ style, however denied connections with the culture as they wanted to appeal to all, the music and the culture both interrupted Britain at the similar time. Before the Mods culture emerged in Britain, former sub cultures such as Teddy Boys built the bridges to allow people to challenge style and create a culture. Teddy boys also lead the way for a growing male interest in fashion, making it socially acceptable. â€Å"†¦male interest in fashion in Britain was mostly associated with the underground homosexual subculture’s flamboyant dressing styles† (Mod subculture, website, 2010) These cultures would have developed from the New Romantics as they became more out spoken and familiar. As the subcultures faded in the early 1960’s, the Mod style, short for ‘Moderns’ were prime examples of what the Swinging Sixties were classed as: youth, mobility, fashion and a strong interest in music. The majority of people who adopted this culture were young adults. The styles included; the Harrington jacket, Fishtail green parka, polo shirts, turtle necks, roll necks, slim fitting, high collared shirts, loafers, dessert boots, tailored 60’s jacket and straight leg trouser or jeans. They would drive scooters as it was an easy accessible mode of transport, it became a distinctive part of the culture, all based around style and the overall look. The attitudes around this culture was desirable to the youth but could be described as troublesome for others. Rifts between the Mods and Rockers caused public display of violence in Brighton 1964, the riot scene was recreated in the film ‘Quadrophenia’, produced by the classic cult band of the period, The Who, who were popular with the Mods. Mods were seen as usually city dwellers with well paid office jobs and looked presentable, whereas Rockers tended to be rural, and classed as out of touch, oafish and grubby. This style clash shows the importance of the cults and how important being united together was. It also shows how influential style could become. Styles changed slightly throughout the Mod culture and it adopted a new Italian/ French style, introduced a smooth, sophisticated look that enhanced the tailor made feel. Crew necks, pointed toe leather shoes were a few additions to the culture. Due to this style, a period of pushing boundaries and experimentation was nigh. The use of recreational drugs was something that the culture influenced. Nicknamed ‘purple hearts’ Mods would use the drug when out at night to get a buzz and stimulation. Mods used amphetamines to extend their leisure time into the early hours of the morning and as a way of bridging the wide gap between their hostile and daunting everyday work lives and the ‘inner world’ of dancing and dressing up in their off-hours. † (Mod subculture, website, 2011) Some male Mods experimented with challenging the social gender norms by wearing makeup to enhance their appearance and women began to substitute an androgynous style of wearing clothes. Hair was being cut short, the wear of men’s garments and little make up worn. This obsession Mods had with clothes and styles allowed acceptance to the idea of experimentation and added a sense of rebellion to social norms. Attitudes towards women in the Mod culture were also influential, young mod men accepted the idea that women did not have to be attached to a man and that they can become independent and have a source of income etc. This presentable image was said to make non-subculture aspects of life easier and more equal to that of the male Mods. Miniskirts defined the period of change in the attitude towards the length of women’s clothing and how much reveal is accepted. This initial style pushed the boundaries and as a result has changed the attitude ever since. â€Å"Female Mods pushed the boundaries if parental tolerance with their miniskirts, which got progressively shorter between the early and mid 1960’s† (Mods subculture, website, 2011) Models such as Twiggy and Jean Shrimpton were pinnacle to the fashion industry during the 1960’s. They promoted and exposed the new changing styles across the world, and in tern became a face of the period. Their style defined the period and Twiggy’s famous face is one that we automatically link to that of the 60’s. â€Å"With her waif like figure, boyish hair cut and striking eye lashes she created an image that would epitomise an era. Twiggy became the idol for millions of teenage girls of the sixties revolution. † (Twiggy Lawson, website, 2008) She was one of the first supermodels and was/is an icon of the period. Mary Quant, a quintessential designer in the 60’s, made keeping up with trends inexpensive and accessible to all young girls in the period. She popularised the mini skirt and became essential for developing the Mod-girl image. She also became a defining person of the 1960’s and changed shopping experiences and attitudes to style by opening up a divergent store offering new cutting edge and orginal designs. These hand tailored designs had became desirable as each one was unique and became very popular with the youth culture. Design alone could not have brought about the revolution in taste and lifestyle that happened during the 1960’s’ the key figure of the decade were the popularisers, those who actively and directly promoted ‘the look’ and made it available to a mass audience. † (Jackson, 1998, p36) The British youth fashion was a lucrative market and Quant along with partner Alexander Plunket Greene opened a retail store in the Kings r oad called Bazaar. She designed and edited garments that became very desirable to the youth culture as it was accessible and new, in creating this idea Quant became a brand in herself. Mods were very conscious about clothing and buying the classic items. Gaining inspiration from the cults, Quant enhanced the promotion of them. In 1965 she wrote â€Å"It is the Mods†¦ who gave the dress trade the impetus to break through the fast-moving, breathtaking, uprooting revolution in which we have been a part since the opening of Bazaar. † (Jackson, 1998, p43) This shows that style generated by cults, were particularly a large influence to help define the period and possible retail future. ’The Look’ which she created was part of a wider movement encompassing photography, graphics and pop music along with domestic design, she was keenly aware of the significance of fashion in particular in pioneering change, and in leading and defining a shift in social attitudes. â€Å" (Jackson, 1998, p43) the attitudes had become more relaxed and people wanted this to be shown through what they wear. Their attitude towards the clothes themselves and the idea of spending money had also changed. Because this was a time of virtually full employment and economic prosperity, consumers had more money to spend then ever before. † (Jackson, 1998, p35) Along with this designer, the male revolution and attitude towards style had also changed and shopping as an experience was one that in particular men enjoyed to. John Stephen owned 10 stores down Carnaby Street by 1966. Each store had a different feel and different name. These stores became a busy, exciting place to go and shopping became a leisurely past time, where as before it was a necessity-based experience. This encouraged the Mods, and people became to buy into the lifestyle they lead. These stores were the first to play music, allowing dancing, trying on, alterations and became a desired social experience. ‘Swinging London in 1966, what people were most interested in was shopping†¦ Shopping became a primary leisure activity for young people, along with watching television and listening to pop music. Shopping was also an avenue for the expression of popular culture, both in terms of what was now being sold, and through the way shops were designed. ’ (Jackson, 1998, p36) â€Å"That the fashion for shopping was perceived as being central to the revitalization of design in Britain†¦Ã¢â‚¬â„¢Carnaby street’ was widely used as a generic term for a particular type of design: brash, brightly coloured, with highly decorated surfaces, including the ubiquitous union jack. † (Jackson, 1998, p37) Carnaby street developed into a ‘virtual fashion parade†™ (1960’s in Fashion, website, 2011) and said to sell not only clothes but also an attitude and was a key characteristic of innovation, iconoclasm and fun. They echoed the prevailing spirit of sexual and political revolution†¦. Carnaby Street became synonymous with the idea of Swinging London. Using the skills of established Soho ‘rag trade’, it sold relatively inexpensive, trend-driven merchandise that mirrored contemporary changes in society and culture. † (VA, Fashion in 1960’s, website, N. D) And was said to have ‘pulled the rug from under contemporary or modern† (Hillier, 1998, p188) This generated look and concept about shopping was seen as an enjoyable past time was a desirable experience from other countries outside Britain. The consumer revolution had given Britain a new look, Post war â€Å"Britain shed it fusty, olde-worlde image, and ‘swinging London’, with it Beatlemania and Rolling Stones, its Carnaby Street and mini-skirts and Chelsea boutiques, became a world influence in lifestyle and fashion. † (Hillier, 1998, p162) This defines the power Britain had to influence style in other countries, it was gaining a name in fashion and beginning to become a culture associated with Britain. The term ‘Youthquake’ was used to describe the shift in attitudes towards style and shopping. It had defined the prosperity of future Britain and therefore defined this period as a statement that is very eminent. There was a consumer revolution as shopping experiences changed. â€Å"The restrictive conventions and judgemental attitude of earlier decades were challenged†¦ shopping had a major impact on peoples lifestyles: by making available goods that people had never seen before. † (Jackson, 1998, p36) Lifestyle shops such as Habitat were introuced, they were pinnacle to defining the period and the consumer revolution. They had created a place where people would desire the lifestyle and living accommodations that they created visually instore. Mary Quant had influenced Terrence Conran, the founder of Habitat, as he admired young fashion designers that had challenged the norms and had drawn attention to the new market. Habitat was said to be â€Å"probably the single most important domestic design phenomenon in Britain during the 1960s. † (Jackson, 1998, p49). Habitat was recognised across seas that had inspired particularly Americans and Scandinavians to change the way of retail and style. †¦in 1966 that the international media suddenly discovered the London ‘scene’ and decided that Britain has got ‘the look’ which the rest of the world wanted. † (Jackson, 1998, p40) Pivital to this revolution was originally the Cult styles founded by the youth culture. Cult styles changed rapidly in the 1960’s, but had almost defined the period due to the influenc e they had caused. Due to constant shifts in style the Mods in particular had drifted away due to the changing styles, such as the Hippys. The ‘harder’ moderns were rougher and became the first ‘skinheads’, another style interpreting the period. The consumer boom was very important in defining the period and this was lead on from the styles, the ever-changing youth Cults had created throughout the 1960’s. These styles had influenced many revolutions such as breaking social norms, effecting shopping styles among other things. Style has definitely defined the period as Britain was out of the war and ready for a new social boom, style has become instantly recognizable to the period. The cults are still guiding design now, and we recognise the period due to the style and design movements there were. Retail and designers both use influences from periods in time and the Cult styles are reborn. Designers such as Fred Perry have adopted influences from the Mod culture with their polo shirts and jackets; this look is very widespread and has almost re created the culture in the sense that the style becomes very popular. This is available to see throughout fashion and retail and the period is still defined by the style created by the youth culture. Vintage fashion has become very apparent and people are beginning to mock different eras to show individuality. This shows the style defining periods are very much important today. 1960s Fashion There was emphasis on the youth and ‘The Look’ that began to displace the ‘New look’ of the post war period. Becoming more open minded, independent and culturally aware were all things that the youth began to adopt, along with disposable income. Benefits from the post war industrial boom encouraged this new attitude towards money and the way it could be spent. †¦commercial success stories, many related to retailing of one sort of another, with fashion and home furnishings being at the fore front of the consumer revolution. Because this was a time of virtually full employment and economic prosperity, consumers had more money to spend than ever before. † (Jackson, 1998, p35) The style and attitude towards fashion had changed, and it became a passion rather then a necessity. Music in the 60’s had a strong influential bond with fashion and style that had never been so closely linked. This unison created distinctive style of dress, developing from Beatnik, Teddy Boys and Mods. The attitude towards style had become very open and people began to gain confidence in their own development of sense of style. â€Å"†¦ music and attitudes that could be understood at a glance. And the freedom that fashion allowed in the sixties meant that everyone could dress up. † (Connikie, 1990, p7) The Beatles were the band that represented the forefront of men’s fashion. They developed styles for each new record release and in 1963 they had portrayed the distinctive collarless Cardin Suits and collar-length hair. This recognisable hair cut became instantly noticeable in the youth culture. â€Å"†¦became a universal sign of rebellious youth. † (Connikie, 1990, p36) The Beatles also adopted a similarity to the â€Å"mod’ style, however denied connections with the culture as they wanted to appeal to all, the music and the culture both interrupted Britain at the similar time. Before the Mods culture emerged in Britain, former sub cultures such as Teddy Boys built the bridges to allow people to challenge style and create a culture. Teddy boys also lead the way for a growing male interest in fashion, making it socially acceptable. â€Å"†¦male interest in fashion in Britain was mostly associated with the underground homosexual subculture’s flamboyant dressing styles† (Mod subculture, website, 2010) These cultures would have developed from the New Romantics as they became more out spoken and familiar. As the subcultures faded in the early 1960’s, the Mod style, short for ‘Moderns’ were prime examples of what the Swinging Sixties were classed as: youth, mobility, fashion and a strong interest in music. The majority of people who adopted this culture were young adults. The styles included; the Harrington jacket, Fishtail green parka, polo shirts, turtle necks, roll necks, slim fitting, high collared shirts, loafers, dessert boots, tailored 60’s jacket and straight leg trouser or jeans. They would drive scooters as it was an easy accessible mode of transport, it became a distinctive part of the culture, all based around style and the overall look. The attitudes around this culture was desirable to the youth but could be described as troublesome for others. Rifts between the Mods and Rockers caused public display of violence in Brighton 1964, the riot scene was recreated in the film ‘Quadrophenia’, produced by the classic cult band of the period, The Who, who were popular with the Mods. Mods were seen as usually city dwellers with well paid office jobs and looked presentable, whereas Rockers tended to be rural, and classed as out of touch, oafish and grubby. This style clash shows the importance of the cults and how important being united together was. It also shows how influential style could become. Styles changed slightly throughout the Mod culture and it adopted a new Italian/ French style, introduced a smooth, sophisticated look that enhanced the tailor made feel. Crew necks, pointed toe leather shoes were a few additions to the culture. Due to this style, a period of pushing boundaries and experimentation was nigh. The use of recreational drugs was something that the culture influenced. Nicknamed ‘purple hearts’ Mods would use the drug when out at night to get a buzz and stimulation. Mods used amphetamines to extend their leisure time into the early hours of the morning and as a way of bridging the wide gap between their hostile and daunting everyday work lives and the ‘inner world’ of dancing and dressing up in their off-hours. † (Mod subculture, website, 2011) Some male Mods experimented with challenging the social gender norms by wearing makeup to enhance their appearance and women began to substitute an androgynous style of wearing clothes. Hair was being cut short, the wear of men’s garments and little make up worn. This obsession Mods had with clothes and styles allowed acceptance to the idea of experimentation and added a sense of rebellion to social norms. Attitudes towards women in the Mod culture were also influential, young mod men accepted the idea that women did not have to be attached to a man and that they can become independent and have a source of income etc. This presentable image was said to make non-subculture aspects of life easier and more equal to that of the male Mods. Miniskirts defined the period of change in the attitude towards the length of women’s clothing and how much reveal is accepted. This initial style pushed the boundaries and as a result has changed the attitude ever since. â€Å"Female Mods pushed the boundaries if parental tolerance with their miniskirts, which got progressively shorter between the early and mid 1960’s† (Mods subculture, website, 2011) Models such as Twiggy and Jean Shrimpton were pinnacle to the fashion industry during the 1960’s. They promoted and exposed the new changing styles across the world, and in tern became a face of the period. Their style defined the period and Twiggy’s famous face is one that we automatically link to that of the 60’s. â€Å"With her waif like figure, boyish hair cut and striking eye lashes she created an image that would epitomise an era. Twiggy became the idol for millions of teenage girls of the sixties revolution. † (Twiggy Lawson, website, 2008) She was one of the first supermodels and was/is an icon of the period. Mary Quant, a quintessential designer in the 60’s, made keeping up with trends inexpensive and accessible to all young girls in the period. She popularised the mini skirt and became essential for developing the Mod-girl image. She also became a defining person of the 1960’s and changed shopping experiences and attitudes to style by opening up a divergent store offering new cutting edge and orginal designs. These hand tailored designs had became desirable as each one was unique and became very popular with the youth culture. Design alone could not have brought about the revolution in taste and lifestyle that happened during the 1960’s’ the key figure of the decade were the popularisers, those who actively and directly promoted ‘the look’ and made it available to a mass audience. † (Jackson, 1998, p36) The British youth fashion was a lucrative market and Quant along with partner Alexander Plunket Greene opened a retail store in the Kings r oad called Bazaar. She designed and edited garments that became very desirable to the youth culture as it was accessible and new, in creating this idea Quant became a brand in herself. Mods were very conscious about clothing and buying the classic items. Gaining inspiration from the cults, Quant enhanced the promotion of them. In 1965 she wrote â€Å"It is the Mods†¦ who gave the dress trade the impetus to break through the fast-moving, breathtaking, uprooting revolution in which we have been a part since the opening of Bazaar. † (Jackson, 1998, p43) This shows that style generated by cults, were particularly a large influence to help define the period and possible retail future. ’The Look’ which she created was part of a wider movement encompassing photography, graphics and pop music along with domestic design, she was keenly aware of the significance of fashion in particular in pioneering change, and in leading and defining a shift in social attitudes. â€Å" (Jackson, 1998, p43) the attitudes had become more relaxed and people wanted this to be shown through what they wear. Their attitude towards the clothes themselves and the idea of spending money had also changed. Because this was a time of virtually full employment and economic prosperity, consumers had more money to spend then ever before. † (Jackson, 1998, p35) Along with this designer, the male revolution and attitude towards style had also changed and shopping as an experience was one that in particular men enjoyed to. John Stephen owned 10 stores down Carnaby Street by 1966. Each store had a different feel and different name. These stores became a busy, exciting place to go and shopping became a leisurely past time, where as before it was a necessity-based experience. This encouraged the Mods, and people became to buy into the lifestyle they lead. These stores were the first to play music, allowing dancing, trying on, alterations and became a desired social experience. ‘Swinging London in 1966, what people were most interested in was shopping†¦ Shopping became a primary leisure activity for young people, along with watching television and listening to pop music. Shopping was also an avenue for the expression of popular culture, both in terms of what was now being sold, and through the way shops were designed. ’ (Jackson, 1998, p36) â€Å"That the fashion for shopping was perceived as being central to the revitalization of design in Britain†¦Ã¢â‚¬â„¢Carnaby street’ was widely used as a generic term for a particular type of design: brash, brightly coloured, with highly decorated surfaces, including the ubiquitous union jack. † (Jackson, 1998, p37) Carnaby street developed into a ‘virtual fashion parade†™ (1960’s in Fashion, website, 2011) and said to sell not only clothes but also an attitude and was a key characteristic of innovation, iconoclasm and fun. They echoed the prevailing spirit of sexual and political revolution†¦. Carnaby Street became synonymous with the idea of Swinging London. Using the skills of established Soho ‘rag trade’, it sold relatively inexpensive, trend-driven merchandise that mirrored contemporary changes in society and culture. † (VA, Fashion in 1960’s, website, N. D) And was said to have ‘pulled the rug from under contemporary or modern† (Hillier, 1998, p188) This generated look and concept about shopping was seen as an enjoyable past time was a desirable experience from other countries outside Britain. The consumer revolution had given Britain a new look, Post war â€Å"Britain shed it fusty, olde-worlde image, and ‘swinging London’, with it Beatlemania and Rolling Stones, its Carnaby Street and mini-skirts and Chelsea boutiques, became a world influence in lifestyle and fashion. † (Hillier, 1998, p162) This defines the power Britain had to influence style in other countries, it was gaining a name in fashion and beginning to become a culture associated with Britain. The term ‘Youthquake’ was used to describe the shift in attitudes towards style and shopping. It had defined the prosperity of future Britain and therefore defined this period as a statement that is very eminent. There was a consumer revolution as shopping experiences changed. â€Å"The restrictive conventions and judgemental attitude of earlier decades were challenged†¦ shopping had a major impact on peoples lifestyles: by making available goods that people had never seen before. † (Jackson, 1998, p36) Lifestyle shops such as Habitat were introuced, they were pinnacle to defining the period and the consumer revolution. They had created a place where people would desire the lifestyle and living accommodations that they created visually instore. Mary Quant had influenced Terrence Conran, the founder of Habitat, as he admired young fashion designers that had challenged the norms and had drawn attention to the new market. Habitat was said to be â€Å"probably the single most important domestic design phenomenon in Britain during the 1960s. † (Jackson, 1998, p49). Habitat was recognised across seas that had inspired particularly Americans and Scandinavians to change the way of retail and style. †¦in 1966 that the international media suddenly discovered the London ‘scene’ and decided that Britain has got ‘the look’ which the rest of the world wanted. † (Jackson, 1998, p40) Pivital to this revolution was originally the Cult styles founded by the youth culture. Cult styles changed rapidly in the 1960’s, but had almost defined the period due to the influenc e they had caused. Due to constant shifts in style the Mods in particular had drifted away due to the changing styles, such as the Hippys. The ‘harder’ moderns were rougher and became the first ‘skinheads’, another style interpreting the period. The consumer boom was very important in defining the period and this was lead on from the styles, the ever-changing youth Cults had created throughout the 1960’s. These styles had influenced many revolutions such as breaking social norms, effecting shopping styles among other things. Style has definitely defined the period as Britain was out of the war and ready for a new social boom, style has become instantly recognizable to the period. The cults are still guiding design now, and we recognise the period due to the style and design movements there were. Retail and designers both use influences from periods in time and the Cult styles are reborn. Designers such as Fred Perry have adopted influences from the Mod culture with their polo shirts and jackets; this look is very widespread and has almost re created the culture in the sense that the style becomes very popular. This is available to see throughout fashion and retail and the period is still defined by the style created by the youth culture. Vintage fashion has become very apparent and people are beginning to mock different eras to show individuality. This shows the style defining periods are very much important today.

Plastic sorgery Annotated Bibliography Example | Topics and Well Written Essays - 500 words

Plastic sorgery - Annotated Bibliography Example ccessful Asian blepharoplasty need exceptional strategic considerations due to the occurrence of wide scarring and insufficient muscle, skin, as well as preaponeurotic fat and due to the infrequent occurrence of dehiscence of levator aponeurosis. Through using cautious preoperative evaluation, precise measurements, intraoperative fat grafting or repositioning, accurate preoperative planning, skin redraping or excision, and correct placement of fixing sutures, successful results can be attained. The authors weigh up the results and discuss the surgical procedures, which were applied in achieving successful results in this challenging group of patients. This article aims to offer more than a summarized explanation of upper blepharoplasty in Asian patients. According to this article, the upper lid blepharoplasty is the most widespread plastic surgery procedure done in Asia and has time and again maintained its place as a cultural acceptance and ways have developed. The article depicts this Asian upper lid blepharoplasty as a complex procedure, which needs proper knowledge of the anatomy and accurate surgical techniques. It also discusses the many evolutions that the supratarsal crease has gone through and also the principles and goals, which have all remained the same throughout this evolution: a useful, naturally-appealing eyelid crease, which brings out the glamour of the Asian culture. It finally discusses the recent advances, which have enhanced functional and aesthetic outcomes of the Asian upper lid blepharoplasty. This book is an all-encompassing, multi-specialty book as well as surgical atlas, on eyelid reconstruction otherwise referred to as blepharoplasty. It presents several competing and harmonizing techniques by leading professionals in the world of plastic surgery, oculoplastic surgery and facial plastic surgery. Just the most ground-breaking and time-tested blepharoplasty procedures are discussed in step-by-step, clarifying detail in this book. All

Organization and Behavior Paper Term Example | Topics and Well Written Essays - 1250 words

Organization and Behavior - Term Paper Example Functional denotes the hierarchy of functions while project denotes the incorporation of complexity unto such. Companies working on areas like project management or specialised areas work based on such organisational structures (Johnson, Scholes, and Whittington 402-403). (NordNet 349) Functional organisation structure helps in the development of different functional teams within the organisation. Knowledge and skill of the different functional groups is enhanced owing to such specialised organisation structure. This type of an organisation structure best works in case of knowledge based organisations or for concerns conducting specialised services (NordNet 349). (NordNet 353) The divisional organisation structure works based on the decentralisation functions where the entire organisational task is allocated among people pertaining to different departments. Consumer relationship activities are enhanced through such organisational structure and it also helps in enhancing the coordinat ion of people belonging to different teams. Divisional organisation structure works best for large organisations. These organisations conduct their activities operating through a large number of people spread along different geographical boundaries. Further the organisations also work to help produce a plethora of products and thus needs both specialisation and coordination (NordNet 353). Answer 2 Wal-Mart operates based on the functional organisation structure such that it works to render specialised services and products to its consumer groups. The company operates based on specialised sets of people working in different formats that focus on rendering products at affordably low prices to the consumers. Procter and Gamble is a leading consumer products concern that works based on a divisional organisation structure. This concern has several global units based in different geographical territories constituted by people belonging to divisions focusing on production and marketing. Th e product division is further subdivided into other subdivisions and also the marketing team is also divided into other marketing development divisions or groups. The organisation culture also promotes large scale interaction between the different divisions (NordNet 349, 350-351). Answer 3 Procter and Gamble through the operation based on separate divisions tends to create a competitive advantage for it to compete effectively against other competitors. The company works on separate product units focusing on sectors like infants, women and family care, fabrics, health and beauty commodities and on other food and beverage items. People working in the product units work together for the enhancement of the brand image pertaining to the different products. Brand enhancement activity of the different product divisions is conducted by linking such with the activities of the marketing development team to gain significant competitive advantage (NordNet 350-351). Organisation and Behaviour-As signment No.1, Part 2 Answer 1 To, Mr. Siddall, John Siddall (Printers) Ltd. As per the observation made a change culture can be

The curse of the super bug, have journalists created a scare story or Essay

The curse of the super bug, have journalists created a scare story or is there a special difficulty in preventing infections by Staphylococcus Aureus and Clostr - Essay Example Methcillin-resistant Staphylococcus Aureus (MRSA) and Clostridium Difficile have both been dubbed as superbugs one after the other, but differ in their media exposure. Issues on the first have been reported to be blown out of proportion2 while the importance of the second had not caught much public awareness.3 In terms of public safety, however, attempts to inform or educate the public underscore all the more the need to evaluate sources of information and education before they are believed, in light of the public scare that media have created about them. MRSA has been reported by media as a potentially killer ‘superbug’ which common antibiotics have not stemmed. For the 10 year period from 1995 through 2005 of newspaper coverage of MRSA that researchers4 analyzed, MRSA reporting came around with the notion of you-or-me to blame. Guardian5 summarized the MRSA hospital superbug story thus- A bloke with no microbiology qualifications in unaccredited garden shed â€Å"laboratory† finds MRSA on swabs given to him by undercover tabloid journalists for their â€Å"dirty hospital scandal† stories, but proper labs cannot find MRSA in the same places that this â€Å"leading MRSA expert Dr Chris Malyszewicz† (with his unaccredited American correspondence course PhD) has, and proper microbiologists have very good reasons for believing that the methods of this â€Å"expert† (who incidentally sells a range of anti-MRSA products) could not distinguish between harmless skin bacteria and MRSA6 It is noted that the blame centered on why it spreads – the lack of cleanliness in hospitals – and not on its origin.7 As a result, the National Health Service is seen as mismanaged. Nevertheless, in the Hansard files8 it is the credibility of source that is put into question: the tabloid, Evening Standard, covering the story, including the â€Å"expert† who is considered as the source of the tests - Lord Warner replied: â€Å"I entirely agree with you about the laboratory

Integrated Research Paper Example | Topics and Well Written Essays - 1500 words - 1

Integrated - Research Paper Example Aristotle's categorization of animals categorized together animals with the same characteristics into genera and then differentiated the species within the genera. He categorized the animals into two forms: those without blood, and those with blood. These differentiations correlate closely to the current distinction between invertebrates and vertebrates (Taylor, 1955). The animals with blood, corresponds to the vertebrates, included five genera: mammals (viviparous quadrupeds), oviparous quadrupeds (reptiles and amphibians), birds, whales, and fishes. The whales are included in this list because, at this time of history, they had not yet been determined to be mammals. The animals without blood were categorized as crustaceans; cephalopods (such as the octopus); insects (which included the scorpions, centipedes, and spiders, in addition to what, is currently defined as insects); "zoophytes† shelled animals (such as most echinoderms and molluscs) (Taylor, 1955). Aristotle's ideas on earth sciences are found in his treatise Meteorology. The modern world might translate meteorology to mean the study of weather, but Aristotle made use of the word in a much broader way, covering all the affections that human beings might consider to be general to water and air, and parts and kinds of the earth and the affections of the parts of the earth. Aristotle discusses the nature of the oceans and the earth. He achieved this by working out the hydrologic cycle: "Now the sun, moving as it does, sets up processes of change and becoming and decay, and by its agency the finest and sweetest water is every day carried up and is dissolved into vapor and rises to the upper region, where it is condensed again by the cold and so returns to the earth." (Aristotle, Tara?n & Gutas, 2012). He also talks about winds, earthquakes, lightning, thunder, comets, rainbows, meteors, and the Milky Way (Anderson & Stephenson, 2004). His idea of Earth history has some remarkably modern-sounding no tions. According to Aristotle, The same parts of the earth’s surface are not always dry or moist, but they change just as rivers come into being and dry up. Therefore, the connection of land to sea changes, a particular place does not always remain sea or land throughout all time, but where there was a sea, there comes to be dry land and where there is now dry land, and there one day comes to be sea. However, these changes to follow set cycles and order. The principle cause of these developments is that the internal of the earth grows or decays, like the bodies of animals and plants (Aristotle, Tara?n & Gutas, 2012). The whole critical process of the earth happens so gradually and in periods of time which are so long compared with the length of human lives. This explains why these changes are not observable by human beings. One of the primary concerns of Aristotle’s philosophy was his systematic notion of logic. Aristotle’s aim was to develop a universal procedu re of reasoning that would enable human beings to learn about all conceivable touching on reality. The first process entailed describing objects on the basis of their characteristics, actions and states of being. In his philosophical treatises, he also discusses how human beings can next get information about the objects through inference and deduction. To Aristotle, a deduction

THe Marketing Plan Essay Example | Topics and Well Written Essays - 2000 words

THe Marketing Plan - Essay Example The company’s major challenge is to develop means of increasing the profits and revenue without altering the demands of their customers and meeting their demands effectively. A SWOT analysis of the company’s strengths and weakness and external opportunities and threats has formed the basis of this marketing plan. This plan focuses on the company’s strategic growth plan, suggest ways to improve profits and revenues and enhance customer relationship through delivery of quality service to the customers to ensure continuity of the business. It also focuses on strategies of developing new products and marketing the products to different market niches that will provide increased sales to the company. Background Venus Software Company came into existence five years ago. It began as a small business that supported the development of Small and Micro Enterprises systems that enable easy management of business. Apparently, it is corporate software development organization. That develops systems for medium and large organizations. For the past five years, the organization has undergone evolution to a marketer of quality and customized made software products that supports all organizations. Sales have gradually grown in the past five years allowing the organization to work on its expansion mechanisms to meet its growing number of customers. The organization is also committed to giving back to the community by undertaking the social responsibilities. General Objectives The overall objective is to produce a marketing plan that would meet the explicitly defined organizations requirements, adhere to recognized standards and be within the organization budgetary and time constraints. Specific Objectives To analyze on the methods and techniques of marketing. To develop a time plan that meets the organization demands and is within the budget. To document all the finding in the development of the marketing plan. TargetMarket. The organization focuses on keeping its commitment to the provision of service and quality products to its customers. This has enabled the organization to develop and implement a differentiation strategy that enable it produce products that is different from the competitors, thus allowing it to have a competitive advantage over a diverse market. Through this differentiation, the organization has been able gain greater annual returns that have enabled it to develop to its current state. The targeted market includes small and medium size enterprises that deal with both manufacturers and retailers. Its biggest revenue earner is software that helps businesses keep track of the records of tractions between the small business, manufacturers and retailers for efficacy. The system has a robust database keep track of all transactions, provide notices in cases of bad and incomplete transactions. It also provides reports to the businesses thus enabling them to under their business. It also provides a means of communication betwe en the trading parties, in cases of shortage of supplies. Current marketing objectives Venus Software Company relies on current customers and potential customer. They give phone call to the potential customers and provide prototype to the customers for demonstration. Once the customer accepts, then specification from the customer obtained and the software customized according to the customer requirements. The customized product is then shipped to

WIPO, Berne, TRIPS, Copyright Law and their Implications for Google Essay

WIPO, Berne, TRIPS, Copyright Law and their Implications for Google - Essay Example Thus all national copyright laws to a greater or lesser extent attempt to balance recognition and enforcement of copyright against broader interests and needs. International copyright law has recognised the need for this balance but the exact nature of the appropriate balance has been contentious. The nature of the balance envisaged in the Berne Convention may well have been different from that envisaged in subsequent legislation and this essay will begin by defining the dimensions of that balance. It will then proceed to consider the changes in international copyright law brought about by the TRIPS Agreement and the WIPO Copyright Treaty to establish whether the balance as now recognised in international copyright law is different from that originally recognised by the Berne Convention. Article 13 of TRIPs illustrates the essence of the Berne Convention and TRIPs, which is that the copyright holder's rights cannot be derrogated from except in special circumstances in the public interest. However, the test is very strict whereby the rights of the artist are paramount in the Berne Convention where it it widely accepted that the copyright holder and the artist was one and the same. ... copyright holder is frequently not the artist because the caopyrights are owned by the employer, agent or company that commissions the individual's work. Therefore TRIPs focuses on the economic rights of the copyright holder and ignores the moral rights of the artist. Public interest rights in both of these conventions are ignored except for the cases of academic interest. It is not deemed as important that communal and indigenous rights should be protected or materials that are valuable to the development of the greater good of the community. This is especially so in the developing countries, where licenses and permissions for copyrighted material need to be obtained to educate and fund the development of their citizenry. The WIPO Copyright Treaty in many ways has been introduced to protect public interest rights and limit the copyright holder's rights, but in a balance with the moral rights of the artist. It still focuses too much on economic rights, but it is a move in the right d irection. "Libraries will continue to play a critical role in ensuring access for all in the information society. Properly functioning national and international networks of library and information services are critical to the provision of access to information. Traditionally, libraries have been able to provide reasonable access to the purchased copies of copyright works held in their collections. However, if in future all access and use of information in digital format becomes subject to payment, a library's ability to provide access to its users will be severely restricted."1 Intellectual Property needs to understand that there are public interest rights as it deals with a variety of areas, stemming from inventions through to ideas and artistic writings and pictures. In relation to

Business Report Essay Example | Topics and Well Written Essays - 2000 words

Business Report - Essay Example Every organisation undertakes Corporate Social Responsibility (CSR) activities to serve the society it is working in. Barclays undertakes various CSR activities to educate the public about the different investment plans and also make them aware about the rules and regulations of the London Stock Exchange. Ethics of an organisation is defined as the general rules and regulations that are followed for the good conduct of the business. Barclay has its own well built ethics which make them different from the other organisations (Wetherly and Otter, 2008). The stakeholders play an important role in the organisation and it can be said that they are the one who are affected by the performance of the organisation. The stakeholders of Barclay are the employees and the investors who are investing in the organisation on the hope of getting good returns. The report also elaborates the current issues that are faced by Barclays which have led them into trouble. Development Barclays Plc is the Brit ish multinational financial provider which is headquartered in London, United Kingdom. It has its operation in retail, investment banking, wholesale, mortgage lending, credit cards and wealth management. The performance of the organisation is elaborated under the different heading which is given below. It is listed on the London Stock Exchange and is a constituent of FTSE 100 Index. It also has a secondary listing on the New York Stock Exchange. Business Environment Business does not exist in isolation it must operate in a complex and turbulent environment. Figure 1: Firm in its environment (Source: Worthington and Britton, 2009) The above figure shows that how the environmental factors are influencing the business organisation. The outputs of the organisation can get affected by the external environmental factors such as the political and the technological (Worthington and Britton, 2009). The business environment can further be divided into general environment and the contextual en vironment as given in the figure below. Figure 2 : Business Environment (Source: Worthington and Britton, 2009) The overall performance of Barclay was affected by the economic turmoil that took place in 2011. Though the capital and the liquidity position of the organisation are quite stable in 2011 the economic disturbances are felt in the organisation. In 2011, there was a revision in the forecast of the global GDP. This had a negative impact on Barclays as the customers were conservative and these made it difficult for the bank to raise the funds. This added a liquidity pressure on Barclays in 2012 (Foster, 2008). The changing rules and regulations by the government made it difficult for the organisation to raise funds from the customers as they did not want to take the risk of losing money. Changing nature of the business environment The business environment is changing every day whether it is political or economic or technological. The business concept is becoming more complex a nd difficult for the organisations (Lucas, 2000). Figure 3: Changing business environment From the above figure it can be said that from simple and safe business environment that the business used to face no longer existed and presently the organisations was confronting volatile business environ

Event Organiser Essay Example for Free

Event Organiser Essay His duties as a project planning and operations manager include development, implementation and maintenance of a detailed plan and posting schedules based on input from team members. He is also responsible for ensuring that assigned projects reach the market on time and driving the completion of project related assignments in accordance with a detailed implementation plan. Event Organiser(Team Leader)  Event organisers are involved in the organisation of events. Event organisers must be able to complete a wide range of activities requiring clear communication and excellent organisational skills and must respond quickly to change, ensuring the smooth and efficient running of an event. Assistant Event Organiser An assistant event organiser does almost everything an event organisers team leader does but he is only there to help him with all the heavy tasks that have been given to him. He supports the Manager and team leader when organising all of the events held at the venue. This role includes reception duties, event organising, research and assisting customers on a daily basis.  Promotions Team Leader  His job is to lead a face to face sales team that generates financial support. He plays a direct role with the event organiser. His main job is to make people aware of the events that are to take place and get them interested to take part in it. He forms teams that will go on the street and send out flyers, pamphlets etc. Makes the media aware of the events. Promotions Helper  He does the job that involves meeting the people face to face and handing them out information such as surveys, events which are to come, asking for donations and charity funds to help their organisation which is made for the people itself. He follows the team leader and reaches his goal.  Clerical Helper(for Project Planning Operations)  This individual will provide administrative support to the manager and the promotions team leader. He does this by creating collateral materials for advertising, sales, press releases, and promotions, managing the purchasing and distribution of office supplies, apparel, and other products, providing general clerical and administrative support and performing other duties as assigned. Organisational chart for the Green team that incorporates the various roles that have been specified in the previous task.  Job Advertisement for an EVENT ORGANISER in a Green Team.  Job Title: Position for an Event Organiser/Planner  Location: Oxford House College Oxford Street  Job Type: Full Time/Part Time/Voluntary  Salary Range: 25000 30000 plus Bonus Incentives  Organization Description  Oxford House College is a Green team that specialises in helping spread awareness about the depletion of our natural resources and help people reduce their carbon emissions, helping people to reduce their wastage and show them different methods where they can be more environmentally friendly. To reach our goals we need exceptional people who are ready to help us and will be rewarded for their efforts while having fun at the same time.Selling sponsorship, stand, exhibition space to potential exhibitors/partners Arranging accommodation for exhibitors and/or delegates  Preparing delegate packs and papers  Creating, implementing and monitoring marketing and PR plans  Liaising with clients and designers to create a brand/look for the event  Co-ordinating with newspapers, tv, radio and other media  Writing press releases or briefs in order to gain maximum exposure for the event  Organising the design and production of tickets, posters, catalogues and sales brochures  Co-ordinating everything on the day of the event to ensure that all runs smoothly  Handling client queries on the day and troubleshooting exhibitor and visitor problems on the day  Overseeing the dismantling and removal of the event, and clearing the venue efficiently.

Two wheeler Industry in India Essay Example for Free

Two wheeler Industry in India Essay It has been more than 50 years now that bikes have been ruling the Indian automobile sector. In 1955, the Indian government needed sturdy and reliable motorcycles for its Army and police to patrol the rugged border highways. The first batch of 350cc Bullet the super bike in India of all times, from the Royal Enfield Company of UK were received and assembled at Chennai. Since then, bikes in India have been flourishing as a two wheelers segment, and Indian bikes gaining on popularity all across the world. Talking of bikes cc, bikes having four-stroke engines are thought to be more fuel efficient motorbikes. They are the main reason for the growth of motorbikes in India as a segment. Indian bikes market share is about 81. 5% of the total two wheeler market in India. Three-fourth of the total exports in the two wheeler automobile industry is made in the motorcycle segment. Exports are made mainly to South East Asian and SAARC nations. India is the manufacturer of some of the best bikes in the world. Hero Honda, Kinetic Motor, TVS Motor, LML India are some of iconic bike manufacturers in India. There are cheap motorcycles that comprise the commuter bikes segment, as well luxury bikes like sports bike in India for the new age bikers. Ever year, a series of latest bike launch keep the sector buzzing. Kawasaki Ninja, Bajaj Pulsar 135 LS, and Honda Unicorn Dazzler are some of the latest motorcycle models that have made news in the recent past. Besides, there are also a number of new bikes in India that are awaiting a launch in the near future 3. Big Players This section provides detailed information on every bike manufacturer in India, features of motorcycles, motorcycle parts, and cheap motorcycles. 3. 1 Bajaj Auto Established in 1945, Bajaj Auto Ltd. was incorporated as a trading company. Till 1959, they imported scooters and three-wheelers from Italy and sold them in India. The company got a production license in the year 1959 and fastened a technical collaboration with Italian PIAGGIO in 1960. Bajaj Auto Ltd. is one among Indias top ten companies in terms of market capitalization and among the top five in terms of annual turnover. The company started producing scooters in the year 1961 and followed three-wheelers production in 1962. Its collaboration with Piaggio expired in 1971 and since then, their scooters and three-wheelers are being sold with the brand name â€Å"BAJAJ†. Maharashtra Scooters Ltd. , a Company with 24% equity participation by the Company and 27% participation from Maharashtra State Governments Western Maharashtra Development Corp. was formed in the year 1975 under the Horizontal transfer of technology policy. The first production unit is located at Satara, Maharashtra. The unit continues to collect scooters from CKDs supplied by the Company. These scooters are marketed through the Companys distribution network and under the Companys brand name. In 1984, the second production plant was set up at Aurangabad, Maharashtra. This plant started scooter production in 1986, three-wheeler production in 1987 and scooterettes and motorcycle facilities were commissioned in 1990 1991 respectively. Today, the company has become a market leader with annual production in excess of 1. 35 million units which was about 4000 units in 1961. |TWO WHEELERS | | MOTORCYCLE | |Bajaj Discover 150 DTSi |150 CC | |Bajaj Avenger |180 CC | |Bajaj CT 100 |99. 27 CC | |Bajaj Discover DTSi |135 CC | |Bajaj Kawasaki Caliber |111. 6 CC | |Bajaj Kawasaki Boxer |111. 6 CC | |Bajaj KB 125 |123 CC | |Bajaj 4S Champion |99. 35 CC | |Bajaj Platina |99. 27 CC | |Bajaj Pulsar 135 LS |135CC | |Bajaj Pulsar DTS-Fi 220 CC |220 CC | |Bajaj Pulsar DTSi | | | · Pulsar 180 DTS-i UG |180 CC | | · Pulsar 150 DTS-i UG |150 CC | | · Pulsar 200 Cc |200 CC | | · Pulsar 220 DTS-Fi |220 CC | |Bajaj Wind 125 |124. 6 CC | |Bajaj XCD |125 CC | |Bajaj Discover DTS-Si 100cc |100 CC | |Bajaj Pulsar 220 S |200CC | | SCOOTERS | |Bajaj Bravo |145 CC | |Bajaj Chetak |145. 45 CC | |Bajaj Classic SL |145. 45 CC | |Bajaj Legend |150 CC | | SCOOTERETTES/MOPEDS | |Bajaj Blade DTSi |100 CC | |Bajaj Cagiva CRX |145 CC | |Bajaj Fusion |145 CC | |Bajaj Kristal DTSi |100 CC | |Bajaj M 80 Electronic |74. 08 CC | |Bajaj Rave |74. 08 CC | |Bajaj Safire |74. 4 CC | |Bajaj Spirit |100 CC | |Bajaj Sunny |59. 86 CC | |Bajaj Sunny Spice |59. 86 CC | |Bajaj Wave DTSi |109. 7 CC | 3. 1. 1 SWOT Analysis Lets analyze the position of Bajaj in the current market set-up, evaluating its strengths, weaknesses, threats and opportunities available. Strengths: ? Highly experienced management. ? Product design and development capabilities. ? Extensive R D focus. ? Widespread distribution network. ? High performance products across all categories. ? High export to domestic sales ratio. ? Great financial support network (For financing the automobile) ? High economies of scale. ? High economies of scope. Weaknesses: ? Hasnt employed the excess cash for long. ? Still has no established brand to match Hero Hondas Splendor in commuter segment. ? Not a global player in spite of huge volumes. ? Not a globally recognizable brand (unlike the JV partner Kawasaki) Threats: ? The competition catches-up any new innovation in no time. ? Threat of cheap imported motorcycles from China. ? Margins getting squeezed from both the directions (Price as well as Cost) Opportunities: ? Double-digit growth in two-wheeler market. ? Untapped market above 180 cc in motorcycles. ? More maturity and movement towards higher-end motorcycles. ? The growing gearless trendy scooters and scooterette market. ? Growing world demand for entry-level motorcycles especially in emerging markets 3. 2 Hero Honda Motors Hero Honda Motors Ltd. is a result of the joint venture between Indias Hero Group and Japanese Honda Motors Company in the year 1983. This joint venture has not only created the worlds single largest two wheeler company but also one of the most successful joint ventures worldwide. Hero Honda is globally known of being the most fuel-efficient and the largest CBZ selling Indian Motorcycle Company. This is a relationship so harmonious that Hero Honda has managed to achieve indigenization of over 95 percent, a Honda record worldwide. The company is committed to provide the customer with excellence. A rich background of producing high value products at reasonable prices led the worlds largest manufacturer of motorcycles to collaborate with the worlds largest bicycle manufacturer. During 80s, Hero Honda became the first company in India to prove that it was possible to drive a vehicle without polluting the roads. They company possess three manufacturing units based at Dharuhera, Gurgaon and Haridwar are capable to produce 4. 4 million units per year. They introduced new generation motorcycles that set industry benchmarks for fuel thrift and low emission. The unique features like fuel conservation, safety riding courses and mobile workshops helped the group reach in the interiors of the country. Well-entrenched in the domestic market, Hero Honda Motors Ltd. turned its attention overseas, and exports have been steadily on the rise. Over the years, the Company has received its share of accolades, including the National Productivity Councils Award ( 1990-91), and the Economic Times Harvard Business School Association of India Award, against 200 contenders. The gross sales of Hero Honda by March end2008 was 33,371,43 Crores. |TWO WHEELERS | | MOTORCYCLES | |Hero Honda Achiever |Hero Honda CD Dawn |Hero Honda CD Deluxe | |Hero Honda CD 100 |Hero Honda CD 100 SS |Hero Honda Glamour | |Hero Honda Glamour |Hero Honda Splendor |Hero Honda Passion Plus | |Glamour |Splendor + | | |Glamour FI |Super Splendor | | | |Splendor NXG | | |Hero Honda Sleek |Hero Honda CBZ X-TREME |Hero Honda Karizma | | | |. Karizma ZMR FI | |Hero Honda Hunk | | | | SCOOTERETTES/MOPEDS | |Hero Honda Pleasure |Hero Ankur |Hero Gizmo | |Hero Panther |Hero Puch Automatic |Hero Sakhti 3G | |Hero Stepmatic |Hero Street |Hero Winner | |Hero Stepmatic |Hero Puch Automatic |Hero Sakthi 3G | |Hero Winner | | | 3. 2. 1 SWOT analysis 3. 3 TVS Motor TVS Motor is a leading and trusted two wheeler company began with the vision of TVS Scooty. The founder of the Sundaram Clayton Group, the late T. S. Srinivasan to design, develop and produce an affordable moped for the Indian family. This vision was realized in 1980 when TVS 50, Indias first two-seater moped rolled out of the factory at Hosur in Tamil Nadu, Southern India. The company has been known for its ruggedness and reliability. TVS 50 was successful and it has smoothened the way for many successes for TVS Suzuki even before its launch in the market. The TVS 50 XL is especially designed for individuals who want economy fused with sporty looks. Recently new XL Super With a 70 cc high-tech Power Pack is all set to redefine the category of mopeds in the country. The Suzuki Samurai was launched for the time conscious urban commuter. The Max 100 R was engineered for those who demanded strength and ruggedness. Along with them all, Suzuki Shogun was for those who wanted raw power. TVS Motor has continually worked on innovating the motorcycle segment along with two wheeler range. The Suzuki Shaolin, developed by TVS Suzuki is Indias first 5 speed, 140 cc motorcycle. Another example of the company success is TVS Scooty, a 60 cc Scooterette which keep one step ahead of its time in India. TVS Motor has been coveted 2 IT awards, one of them is bagging the SAP ACE 2008 award for Customer Excellence and the other one is 2008 Symantec South Asia Visionary Award. Along with this, it is the first company in the world to be honored with The Deming Prize for Total Quality Management. In September 2008, the company has got 19% growth for registering total two wheeler sales of 137,246 units . The company is the third largest two-wheeler manufacturer in India and ranks among the top ten globally. The company was the first in India to launch 2-seater 50cc moped and 100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scooty, TVS Centra and TVS Fiero are the popular bikes in Indian market. In all, team TVS has triumphed each and every race and rally in the country from the road to racetrack, with each of the TVS bikes being a winner. And each time the Team TVS has won on the track or off it, our customers have secured a better product for their personal transportation. |TWO WHEELERS | | MOTORCYCLES | |Suzuki Hayabusa 1300 |Suzuki Intruder M1800R |Suzuki GS 150R | |TVS Apache RTR FI |TVS Centra |TVS Fiero | | | |TVS Fiero F2 | | | |TVS Fiero FX | |Suzuki Max 100 |Suzuki Max 100R |Suzuki Samurai | |Suzuki Shogun |Suzuki Shaolin |TVS Flame | |TVS Victor |TVS Star | | |TVS Victor GLX |TVS Star | | |TVS Victor GX |TVS Star City | | |TVS Victor Edge | | | | SCOOTERETTES/MOPEDS | |TVS Scooty Streak |TVS Scooty |TVS XL | | |TVS Scooty ES |TVS XL Super | | |TVS Scooty Pep |TVS XL Super HD | | |TVS Pep Plus | | |TVS XL Super |TVS XL Super HD |Scooty Teenz Electric | |TVS Apache RTR |TVS Spectra DX/AX | |.