Leadership Development Case Study

Leadership Development Case Study Student Name: Yu Bao Assumption1: Susan is an Authority-Compliance leader. This kind of leader just like Susan places heavy emphasis on task and job requirements, and less emphasis on people, except to the extent that people are tools for getting job done (Northouse 2017, p75). During Susans work, she likes to her staff have high efficiency and demonstrating strong organizational citizenship behavior. Assumption2: Susan and in-group members have high-quality leader-member exchanges. Mature partnership refers that high degree of reciprocity between leaders and followers (Northouse 2017, p143). In-group members are skilled in getting job done that cause General Manager trust Susan can get everything done. At the same time, members can gain more opportunities. Assumption3: Susan and out-group members are during stranger phase. During this phase leaders and followers relate to each other within prescribed organizational roles (Northouse 2017, p142). when out-group members have some mistakes or problems in work, Susan just asked the assistant managers to make a strict task criteria attached to solving the issues rather than talk to members who have some negative emotions. Assumption4: Susan is a Transactional leadership. This kind of leader is in the best interest of followers for them to do what the leader wants instead of focus on followers need and their personal development. Susan likes to train her staff to be more efficient and task-focused, and also doesnt suffer fools lightly. Its means she doesnt have patience to help some staff to develop their capacity. Assumption5: If Susan want to her staff getting better she needs to change her leadership to Transformational Leadership. Transformational leadership produces greater effects than transactional leadership. Whereas transactional leadership results in expects outcomes, transformational leadership results in performance that goes well beyond what is expected (Northouse 2017, p142). Question2 In this case, there are two kind of relationship between Susan and her staff. Susan is known as a heavy emphasis on task and efficiency. Under her leadership, she likes to see staff who shows highly organizational citizenship behaviors(OCBs). Because of that, a part of her staff who adapts to her style or willingness to get the job done form an in-group. In the Leader-Member Exchange (LMX) Theory of Leadership, followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the in-group. In the meantime, leaders prefer to provide more information, opportunity, right to followers (Northouse 2017, p139). This is due to LMX makes the concept of the dyadic relationship the centerpiece of the leadership process (Northouse 2017, p146). It is focus on both leaders and followers perspective. In this way, followers also pay more attention, show more trust, provide more support to their leaders. As mentioned earlier, this kind of bi-directional theory will train a virtuous cycle. In other words, it will foster h igh-quality leader-member exchanges. Graen and Uhl-Bien (1991) suggested that leadership making develops progressively over time in three phases: (1) the stranger phase, (2) the acquaintance phase, and (3) the mature partnership phase. In Susans case, she and her in-group members are in the phases 3, they are highly efficient, getting things done, and also have more opportunity to new internal job as well as which is the most favored by management team. Overall, Susan and her in-group members have same goals and more egalitarian , the most important, they have a reciprocal influences to each other. On the other hand, Susans leader style is focus on task and job requirements. She does not like to sitting down and askingwhy. Because of this, a number of members who are oppose to Susans leading method become an out-group. followers in the out-group are less compatible with the leader and usually just come to work, do their job, and go home (Northouse 2017, p139). In this case, Johnson Fellows who is a member of out-group start to absent demonstrations of company products, morning teas and so on. After Susan hear about this, she just uses a transactional technical approach and never solved emotional states. Therefore, this situation become worse and worse. Susan and out-group members are in the stranger phase. The interactions in the leader-follower dyad generally is rule bound, relying heavily on contractual relationships. They have lower-quality exchanges. The motives of the follower during the stranger phase are directed toward self-interest rather than toward the good of the g roup (Graen Uhl-Bien 1995 ). Because of Susans leadership style, the out-group members are increasingly demonstrating. The LMX theory also has some criticisms, one of the most important drawback is the theory runs counter to the basic human value of fairness. it gives the appearance of discrimination against the out-group. (Northouse 2017 ,p147) It is perhaps the mean reason why Johnson does not attend to some meeting hostile to other staff. The felling about unfair will cause conflict and deteriorate relationship between leader and members. This situation would tend to low staff morale even to increasing the rote of staff turnover. Question3 In Ridgeway case, there are several problems. In the first place, staff is divided into two organize under Susans leading. In addition, because of Susan used modulating the emotional strategy during her work and does not acknowledge her staffs feeling as valid also not going to work to alleviate them. It causes that out-group members are dissatisfied to her. Furthermore, as mentioned earlier, some staff who have worked for Ridgeway for more than 10 years miss and hope to the high-quality LMX. To the first problem, Followers in the in-group receive more information, influence, confidence, and concern from their leaders than do out-group followers (Northouse2017, p139), so that, out-group members have no chance to communicate with their manager, and also the manager would not waste time on contribute a high-quality LMX with members. After that, the relationship between Susan and out-group will be worse. The solution to this problem Susan should to spend more time on talk with the staff who have negative emotions and try to address the source of the problem. And also need her to treat every employee fairly. In this way, she maybe will enhance the quality of LMX. And try her best to narrow the gap between two group. To the second and third problem, Susan can use the strategies of interpersonal emotion management(IEM)In her case, she like to solve problems via strict task criteria instead of address why they have negative emotions. It makes a lot people resent her stance or complain her. Williams (2007) outlined four interpersonal emotion management strategies used to manage others emotions: situation modification, cognitive change, attentional deployment, and modulating the emotional response. (GootyWilliams 2016) Hence, there are two kinds of solutions. In short-term, Susan can use attentional deployment in this case. Attentional deployment involves distracting attention away from the elements of a situation. Susan can use humor distracting the follower in order to induce more positive emotions.it will reduce negative emotions over a period of time. By using this strategy, leader does not alleviate source of negative emotion in the environment. Meanwhile even though followers feel good at that time, after a few days or several times, they will feel leaders ignored their emotion and also not be concerned. GootyWilliams(2016) suggest Attentional deployment is a kind of emotion-focused IEM. And it will negatively relate to LMX. In this way, Susan just could use it during a period of time. In contrast, she can use situation modification or cognitive change in long-term. In her case, she has to change her mind, she can address why the staff do not want to attend the meeting and try to fix the problem by communicate with who has negative emotions. On the other hand, she also can courage the depress staff, show them the situation in a positive light, and everything will be better day by day. In both way, they are problem-focused strategy. Leader who use these strategies should attain 3 main points: met role expectations of the leader, create an attribution of benevolence, emotion rich communication in the relationship. After that, followers obligation is created, followers will fell their leader care about them and is watching out of them, and validated and promote open communicate of followers thought. Thus, LMX is enhanced, the core of IEMS is formed, the stage for the relationship better is set. (GootyWilliams 2016) Question4: Susans leader style is quite conform with Transactional Leadership. In this kind of leadership have two factors: Contingent reward and Management-by-exception. Contingent reward is an exchange process between leaders and followers in which effort by followers is exchanged for specified rewards. (Northouse 2017, p171) In Susans case, staff by improving the efficiency for more opportunities or appreciated from general manager. Management-by-exception It is leadership that involves corrective criticism, negative feedback, and negative reinforcement. (Northouse 2017, p171) Susan also using passive corrective criticism during her work. She gives employee a poor performance evaluation without ever talking with them about their prior work performance. Then she uses more negative reinforcement patterns to forcing staff depressive emotions and improving the efficiency. Meanwhile her method is quite similar with some part of Pseudotransformational leadership, which refers to leaders who are se lf-consumed, exploitive, and power oriented, with warped moral values. (Northouse 2017, p163) In brief, Susan always focus on her own goal instead of listens carefully to the needs of staff. She does not like her staff have different idea with her and would not give her subordinates more time to find a unique way to solve problems. For example: Ben and his group. If Susan want to change her leadership to transformational leadership, she has to following the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Northouse2017, p167) At first, individualized consideration, Susan needs to help her staff to achieve their true potential by considering their unique needs and desires. She should to find out why out-group members have negative emotions. she also can create a learning environment to solve the problems both in work and in emotions. Thus , it will help growth development. After that, be a charisma leader, using Idealized influence and inspirational motivation. Image of an attractive, realistic, and believable future to her staff, articulating a direction and then consistently implementing the direction even though the vision may have involved a high degree of uncertainty. (Northouse 2017, p173) In addition, instead of criticism show more benevolence and patience to staff and also need to expression high expectation to them. In this way Susan will be admired, trusted and respected by their followers. In the end, intellectual stimulation which means leaders challenge their followers to question long-held assumptions and approach old situations in novel ways, stimulating them to be more innovative and creative. à ¯Ã‚ ¼Ã‹â€ Anderson Sun 2015à ¯Ã‚ ¼Ã¢â‚¬ °Ben already showed a kind of tendency that he want to solved the problem in a more creative way, but Susan was really hurried to the result. Maybe she should give him more time to done this on his own way. Follow these steps transformational approach can be implemented. But when Susan Implement this method she also need to be cautious to negative impacts of transformational leadership. Such as followers may have the tendency to free-ride on the transformation leaders social networks to conserve resources so they will perhaps be less likely to develop their own social networksà ¯Ã‚ ¼Ã‹â€ Anderson Sun 2015à ¯Ã‚ ¼Ã¢â‚¬ °or followers will think leaders not be harsh if they slack on performance.(NgChua 2016) Question5: Unlike many of leadership theories, authentic leadership is still in the formative phase of development. Formulations about authentic leadership can be differentiated into two areas: (1) the practical approach; and (2) the theoretical approach. On the practical approach side: Bill George identifies five dimensions of authentic leadership: purpose, values, relationships, self-discipline, and heart. In Susans case, which aspects will appropriate to her are values, relationships and heart. Values or values and behave means leaders who have a clear idea of who they are, where they are going, and what the right thing is to do. (Northouse 2017, p199) In this aspect, Susan need to realize that she is a leader, she just need to uses her value guide her leadership instead of hands-on everything. Relationship refer to leaders have the capacity to open themselves up and establish a connection with others. Through mutual disclosure, leaders and followers develop a sense of trust and closeness. (Northouse 2017, p199). The mean reason that Susans staff opposition to her is she never talk to them and address the source of problems. It makes their relationship became distant and lack of trust. Therefore, she should to communicate with her subordinates to create a trusting relationship. Heart and compassion is an important aspect of AL. It refers to being sensitive to the plight of others, opening ones self to others, and being willing to help them. (Northouse 2017, p200) Susan like her staff have high efficiency and doesnt suffer fools lightly. But, as an AL she need to empathizing with others and try to help them pull through. On the theoretical approach side, Walumbwa identified four components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. In Susans case, balanced processing, and relational transparency will be appropriate. Balanced processing It refers to an individuals ability to analyze information objectively and explore other peoples opinions before making a decision. (Northouse 2017, p203) When Ben has different idea with Susan, as an AL, who will open about her own perspectives, but are also objective in considering others perspectives. In another word, she need give more time to Ben to complete his idea before her tell the GM. Relational transparency is about communicating openly and being real in relationships with others. As previously mentioned about relationship, Susan need to talk with her staff more not only Job-related but also about daily life. It is noteworthy that there are other factors such as positive psychological capacities, moral reasoning, and critical life events that influence authentic leadership. (Northouse 2017, p203) A lot of findings show that AL is directly and positively related to followers trust in the leader and the experience of positive emotions. (AgoteAramburu 2016) Susan could show more positive emotions just like confidence, hope and so on. It will have a positive impact to implement AL. List of references Agote, L. Aramburu, N. Lines, R. (2016), Authentic leadership perception, trust in the leader, and followers emotions in organizational change processes. The Journal of Applied Behavioural Science, Vol. 52, (1), 35-63. Anderson, M. H. Sun, P. Y. T. (2015), The downside of transformation leadership when encouraging followers to network. The Leadership Quarterly, 26, 790-801. Graen, G. B., Uhl-Bien, M. (1991). The transformation of professionals into self-managing and partially self-designing contributions: Toward a theory of leadership making. Journal of Management Systems, 3(3), 33-48. Graen, G. B., Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspective. Leadership Quarterly, 6(2), 219-247. Little, L.M. Gooty, J. Williams, M. (2016), The role of leader emotion management in leader-member exchange and follower outcomes. The Leadership Quarterly, 27, 85-97. Northouse, P. G. (2016), Leadership: Theory Practice. Sage Edge. London Ng, K.Y., Chua, R.Y.J. (2006). Do I contribute more when I trust more? Differential effects of cognition- and affect-based trust. Management and Organization Review, 2, 4366.

Limitations of Access Control Lists in Network Security

Limitations of Access Control Lists in Network Security On the Limitations of Access Control Lists (ACL’s) in Network Security In basic security parlance, the Access Control List (ACL) directly determines which parties can access certain sensitive areas of the network. Usually, there are several. One enables general access to the network, which includes non-sensitive information about company policy and operations (Verma 2004). Access is granted to a general audience and all personnel within the organisation. Confidential files and sensitive data, however, would only be available to a limited number of people, which would be specified. Such delicate information is often only available when accessing a certain terminal. For example, our hypothetical travel agency will allow only the network manager on a particular terminal to PING the proxy servers from the internal LAN as well as deny connections from the Internet to those hosts with private source IP addresses. As with any company, the travel agency wishes to protect its sensitive information from hackers and fellow competitors. The network administrator cr eated ACL’s congruent with the company’s security policy. However, additional protocols will need to be implemented in order to offer the agency the full protection it needs. The purpose of this essay is to highlight the vulnerabilities and limitations of the ACL and suggest supplementary protocols to ensure tighter security. Peter Davis (2002) identified six vulnerabilities of the ACL in the context of testing Cisco’s routers. First, because the ACL will not block the non-initial fragments of a packet, then the router will fail to block all unauthorized traffic. ‘By sending an offending traffic in packet fragments, it is possible to circumvent the protection offered by the ACL’ (Davis 2002). Secondly, if one were to send packet fragment traffic to the router, it is likely that there would be a denial-of-service on the router itself. This is because the router fails to acknowledge the keyword fragment when a user sends a packet specifically to the router (Davis 2002). Third, there is the odd phenomenon of the unresponsive router. ‘The router ignores the implicit deny ip any any rule at the end of an ACL when you apply an ACL of exactly 448 entries to an interface as an outgoing ACL’ (Davis 2002). The result of this would compromise the integrity of network security, as the ACL will not drop the packets. Fourth, modern routers allow support for the fragment keyword on an outbound ACL. In previous models, only the inbound ACL provided support for this keyword while ignoring the outbound ACL (Davis 2002). Fifth, the outbound ACL may fail to prevent unauthorized traffic on a router when the administrator configures an input ACL on some interfaces of the multi-port Engine 2 line card. ‘Any ACL you apply at the ingress point will work as expected and block the desired traffic. This vulnerability can cause unwanted traffic in and out of the protected network’ (Davis 2002). Last of all, even the fragment keyword is not sufficient to get the ACL to filter packet fragments, which would enable an individual or corporation to exploit this weakness—attacking systems that are supposed to be shielded by the ACL on the router (Davis 2002). To avoid many of these pitfalls, Davis recommends that administrators routinely filter packet fragments. Although filtering may be useful, it is insufficient in preventing security breaches according to Kasacavage and Yan (2002). Without supplementary processes, packet filtering will fail to identify the originator of the data, and it would fail to prevent a user from gaining access to a network behind the router. Thus, the creation of extended ACL’s along with the standard is very important. ‘Standard ACL’s can only filter based on the source address and are numbered 0 through 99’(Prosise Mandia, p. 429). Extended ACL’s, in contrast, can filter a greater variety of packet characteristics and are numbered 100-199. In other words, each object is supposed to enforce its unique access control policy (Sloot 1999). For instance, the ACL commands are applied in order of precedence and the second rule will not allow the packets denied by the first rule, even if the second rule does permit that (Prosise Mandia). Filling in the Gaps One recommendation for securing a private network is to use a firewall such as a DMZ LAN. Essentially, it does not have any connections save the router and firewall connections (Kasacavage Yan 2002). This would force all packets of all networks (public and private) to flow through the firewall. This greatly diminishes the breaches common in security systems employing mainly ACL’s as direct unprotected connection with the Internet is judiciously avoided. The problem with the router mentioned by Davis in the previous section was its failure to filter packets going in one direction, or outbound ACL’s with specific identifiers. Installing a firewall at each locus connected to the Internet is highly recommended (Kasacavage Yan 2002). Like most aspects of technology, the ACL must be updated quite frequently. However, this gives the individual employed in this task a high degree of latitude, which is why access to this function must be strictly controlled (Liu Albitz 2006). ‘In order to use dynamic updates, you add an allow-update or update-policy substatement to the zone statement of the zone that you’d like to make updates to†¦it’s prudent to make this access control list as restrictive as possible’ (Liu Albitz 2006, p. 232). As wireless communications technology continues to revolutionize the way people do business, another issue that will concern security administrators is the increase of wireless LAN attacks that result in the loss of proprietary information and a loss of reputation as customers become leery of a company that can easily lose personal data (Rittinghouse Ransome 2004). Most wireless networks identify individual users via the Service Set Identifier (SSID) in such a way that would repel wireless LAN attacks that greatly compromise network security by using the ACL that comes standard with WLAN equipment. Because all devices have a Media Access Control (MAC) address, ‘the ACL can deny access to any device not authorized to access the network’ (Rittinghouse Ransome 2004, p. 126). However, other host-based intrusion detection software such as Back Orifice, NukeNabber, and Tripwire are also instrumental in preventing these attacks. In sum, although it would be impossible to create an impregnable security system, it is necessary to ensure that the system one employs is extremely difficult to breach, with very little profit for their troubles. By identifying the six most significant issues ACL’s face and exploring other ways that network administrators can close the gaps, more sophisticated security protocols can be put into operation. However, while security systems are correcting their weaknesses, computing experts on either side of the law are still finding ways to circumvent them. Controlling access to sensitive data is a necessity in any network, even in an informal file-sharing network. With the enclosed ACL’s, the agency shall be able to successfully diminish its odds of a security breach. Bibliography Davis, P.T. (2002), Securing and controlling Cisco routers, London: CRC Press. [Online at books.google.com] Kasacavage, V. Yan, W. (2002), Complete Book of Remote Access: Connectivity and Security, London: CRC Press Liu, C. Albitz, P. (2006), DNS and BIND: Fifth Edition, Sebastopol, CA: O’Reilly Media Inc. Prosise, C. Mandia, K. (2003), Incident Response Computer Forensics, New York: McGraw Hill Professional Rittinghouse, J.W. Ransome, J.F. (2004), Wireless Operational Security, Oxford: Digital Press Sloot, P., Bubak, M., Hoekstra, A. Hertzberger, R. (1999), High-Performance Computing and Networking, New York: Springer Verma, D.C. (2004), Legitimate Applications of Peer-to-Peer Networks, Hoboken, NJ: John Wiley Sons

Technology and Its Impact on Work-Related Stress Essay -- Technologica

Technology and Its Impact on Work-Related Stress Trends in organizational behavior have an impact on employees. Many factors in our daily lives can cause stress, but how does technology play a role in impacting stress? Does technology affect us positively or negatively? Is there anything unethical about technology and the way it is utilized in the workplace? This paper will reveal both the positive and negative impacts of technology on work-related stress and discover some influential ethical issues as well.   Ã‚  Ã‚  Ã‚  Ã‚  Organizations utilize various types of technology, from cell phones to personal computers and numerous types of technical software. In the article, ?Workplace Depression Blamed on IT Stress?, David Williamson states, ?Technology designed to help people work efficiently is now forcing employees into a state of digital depression? (Williamson, 2003, pg.9). Technology has the ability to prevent a person from escaping reality.   Ã‚  Ã‚  Ã‚  Ã‚  In the fire service, firefighters and staff personnel utilize cell phones, pagers, radios, and e-mail. As such, are rarely unavailable and it is not uncommon to be interrupted during one?s day off or vacation. While this inability to ?escape? may cause stress, these same types of technology can assist in relieving stress. For those who travel, cell phones can provide a feeling of safety since help can be a phone call away when the car breaks down. For working parents, there is often comfort in knowing the children and family will...

Free Grapes of Wrath Essays: Contrasting Rich and Poor :: Grapes Wrath essays

Contrasting Rich and Poor in Grapes of Wrath One of the ironies of Steinbeck’s novel, The Grapes of Wrath was that, as Ma Joad said, "If your in trouble or hurt or need -- go to poor people. They're the only ones that'll help -- the only ones."(pg 335) The irony is that if you need something you have to go to the people who have nothing. There are many examples of this in the book. The first example of this is at the truck station in chapter 15 when the restaurant owner and waitress give the family bread at a discounted rate, and candy two for a penny when it is actually nickel candy. The truck drivers then leave large tips to the waitress. Neither the truck driver nor the restaurant owner and waitress are very rich but they are generous anyway. In chapter seventeen the person at the car dump gives Tom and Al things for way discounted rates. Ma Joad is also an example of this. The Joads are poor and yet they give what little they have to the children who need it. They also stay and help the Wilsons when it just slowed them down. Another example is when the small land owner that Tom first gets work warns them of the plot of the Farmer's Association to raid the government camp. The clerk in the company store in chapter twenty-four is also generous, lending Ma ten cents so that she can get sugar for the coffee. These acts of generosity are contrasted to how the rich people are trying to rip off the migrants. Chapter seven shows how the car dealer rip the people off by selling them pieces of junk for high prices. They use cheep tricks such as pouring sawdust into the gears or transmission to cut down the noise of the car and hide problems. They take advantage of the tenant farmers ignorance of cars and interest rates to make a profit. Chapter nine shows how junk dealers bought all the things from the tenant farmers at a very low price. The farmers have to leave and can't take the stuff with them, so they take advantage of the fact that the farmers have no choice but to sell them at whatever price they name. Chapters nineteen, twenty-one, and twenty-five are general chapters that show how the large land owners are cheating the migrants and smaller land owners to make a larger profit.

Treatment Methods for Patients Diagnosed with Hepatitis C Virus Essay

Looking at treatment methods for patient diagnosed with Hepatitis C virus (HCV), Grogan and Timmons performed a quantitative study to look at patients’ experiences with a clinical specialist (2010). In reviewing this article, further discussion will include the study’s research design, participant assignment, data collection, and results. Focus Question Grogan and Timmons’ article state that their main focus â€Å"is to explore patients’ perceptions of the support they received from the nurse specialist in a HCV outpatient clinic of a National Hepatology Centre† (2010, p. 2871). Three main objectives or outcomes are then clarified, including â€Å"to identify the demographic profile of the study group†¦ to explore patients’ level of satisfaction with information and psychological support received†¦ [and] to determine if demographic variables impact† (2010, p. 2871). This study looked at â€Å"106 patients with a diagnosis of HCV attending a HCV outpatient clinic† (2010, p. 2869) with no intervention identified being that the study’s design format was of a descriptive nature. Research Design As the HCV study performed by Grogan and Timmins was of a quantitative descriptive design, randomized controlled trial was not carried out. The descriptive approach seems appropriate in nature for the aim and objectives being sought out. This study searches to find how patients view a nurse specialist and the treatments received at an outpatient clinic, for which a questionnaire regarding HCV treatment and satisfaction levels seems fitting (Grogan & Timmins, 2010). Repeating research on this topic could help to determine optimal treatment methods for those diagnosed with HCV. Further research could also have the potential to provide insigh... ...acological treatment therapy of HCV patients has been shown to provide psychological support as well as offer a sounding board for questions through the study conducted by Grogan and Timmins (2010). Clinical specialists aid in the patients ease of gaining knowledge such as the disease process itself, prevention on spreading the disease, and ways to maintain a healthy diet and lifestyle. Repeated studies need to be conducted to increase validity and reliability of the results provided by Grogan and Timmins, but this study provides a solid base for which to form other studies on HCV and various treatment opportunities. Works Cited Grogan, A., & Timmins, F. (2010). Patients' perceptions of information and support received from the nurse specialist during HCV treatment. Journal of Clinical Nursing, 19(19/20), 2869-2878. doi:10.1111/j.1365-2702.2010.03239

Distribution decisions Essay

The tutorial about distribution decisions deals mainly with establishing an effective and efficient system that will make the products accessible to the market. It teaches the different channels of distribution including the process of ordering, handling and shipping, storage, display, promotion, selling, and information feedback. The channels include resellers, specialty service firms who are important although a little costly. There are two kinds of channel arrangements: independent (no binding relationship), and dependent (has binding relationship). Also, there are three kinds of distribution systems: direct distribution systems, indirect distribution systems, and multi-channel hybrid systems. The tutorial also warns of the issues in establishing channel relationships such as delivery, profit margins, other incentives, packaging, training, and promotional help. The tutorial on retailing examines retailers as a type of resellers of a product to consumers who only want to buy in small quantities. Their main concerns are customer satisfaction, ability to acquire the right products, product presentations, traffic building, layout, location, and keeping pace with technology. Retailers are categorized in many ways; included in the tutorial are: target markets served (mass, specialty, exclusive market), product offerings (general, multiple lines specialty, single line specialty merchandiser), pricing strategy (discount, competitive, full price pricing), promotional focus (advertising, direct mail, personal selling), distribution method (store-based which can be stand-alone, strip-shopping center, shopping area, and regional shopping mall; and non-store sellers which can be online sellers, direct marketers, and vending), service level (self, assorted, full service), and ownership structures (individually owned, corporate chain, corporate structure, contractually licensed). There are also a variety of retail formats which are mom-and pop, mass discounters, warehouse stores, category killers, department stores, boutique, catalog retailers, e-tailers, franchise, convenience store, and vending. In wholesaling, the sellers sell in bulk to their consumers. Their main concern involves disinter-mediation, facility location, transportation costs, adapting to new technologies, and offering non-product assistance. They are categorized according to products carried (general and specialty merchandise), promotional activities (extensive and limited promotion), distribution (stationary location with customer and not customer accessible; and non-stationary location with mobile and no facilities), service level (full, limited, and no service), and product ownership (do take and do not take title). Wholesale formats consist of general and specialty merchandise, contractual, industrial distributors, cash-and-carry, truck, rack jobber, drop shipper, broker, and agent. In managing product movement, three tasks are important which have a cost-service tradeoff: ordering and inventory management, product storage, and transportation. Ordering and inventory have to be managed by considering order entry and processing, demand forecasting, customer knowledge, channel relationship, physical product handling, storage and transportation. The tutorial is effective in a sense that it takes the learner through a step by step process in understanding the definitions of terms, what the different topics are about, and gives the learner an idea on how to apply the process in real marketing situations. The tutorial is also effective because it is simple and easy to understand. It also breaks down complicated topics and lays them out in an easy-to-understand manner. The only problem with the tutorial is that it lacked examples of real life situations to which the approaches were used, especially since examples often makes everything clearer and makes the whole presentation have more real life applications and not just theoretical things that can be skipped In the issues in information and IS, information exchange and communication is very valuable between the company and their distributors. Any decision by marketing should be communicated internally in production. The IT manager is to integrate the communication among production, marketing and distributors to streamline everything. A sophisticated tracking of orders and products is also necessary among them.

Reconstruction 1965-77 a false dawn for African-American Civil Rights Essay

To what Degree was Reconstruction 1965-77 a false dawn for African-American civil Rights? After the end of the civil war, there were many issues which needed to be addressed. The civil rights of the African American’s were in need of change, and during this period there were hopes that new legislation would be implemented to aid African Americans and other minority groups. This legislation would be called the Civil Rights Act of 1866, the 14th Amendment of 1868 (which promised equality), and finally the 15th Amendment (which gave the right to vote). However, despite the positive legislation, reconstruction aggravated a lot of people and brought the southern states into conflict with the Government. The Freedmen’s Bureau was established in 1865, which aimed to provide food, clothing, and fuel to formal slaves and white refugees. The Freedmen’s Bureau bill was also passed by Abraham Lincoln; however Johnson vetoed it, however a supplementary act extended its existence until 1870. This was very good for black rights, as it gave blacks more protection and a safety net if they were too poor to buy food and support their families. However, it was only meant as a temporary act, and therefore there was always the looming feeling that it would soon come to an end, and also the promises of it were not fulfilled to the extent at which it was said to be. The Amendments which were introduced also gave black people a real hope in gaining independence and freedom. The 13th amendment was introduced in 1865, and this guaranteed the permanent abolishment of slavery. The emancipation proclamation which was introduced by Abraham Lincoln was seen as more of a temporary fix whilst the war was going on, however the 13th amendment solidified it and made it a more permanent and clear reality. â€Å"Section 1. Neither slavery nor involuntary servitude, except as a punishment for crime where of the party shall have been duly convicted, shall exist within the United States, or any place subject to their jurisdiction.† However, although by law it states that there shall be no slavery, slavery continued on a more hidden basis. Sharecropping still existed, and freedmen who had come out of slavery with no qualifications or experience became unemployed, so the living conditions for most freedmen did not improve. Slave-owners were also reluctant to let their slaves leave, and often kept them illegally. The 14th Amendment however was introduced in 1870, and this aimed to further secure the rights of the freedmen. This turned out to be one of the most important Amendments ever made to the American constitution. It threatened to reduce the representation of the states which continued to discriminate. However, a loophole in this law was that the states which continued to discriminate would just accept the unequal representation, but carry on with their discrimination, yet just not so obvious. Therefore by some, this could be seen as a false dawn, as it did address the issue of freedmen not having rights, but it also created a loophole for the southern states to take advantage of. The 15th Amendment was introduced two years later, which aimed to cover the loophole which was created by the 14th amendment. This stated: â€Å"Section 1. The right of citizens of the United States to vote shall not be denied or abridged by the United States or by any State on account of race, color, or previous condition of servitude† This was a huge step forward for black civil rights, as this means that the south was not able to carry on with their discrimination against many voters, and this nullified the loophole in the law which was created by the 14th Amendment. However, more loopholes were created with this, with unattainable requirements being implemented just to be able to vote. For example, voters in some states had to be taxpayers which was not possible for freedmen, as most were not earning enough to be able to pay tax, and also literacy tests were introduced which were severely biased against black people, with questions which were completely unanswerable. Another reason why this did not entirely work was because of the uprising of the KKK. They were a terrorist group which aimed to scare black people into not voting, and to basically cause terror because they were black. They at first were not an ultra-violent group, however as time progressed they quickly became increasingly violent, as lynchings were common, and they would often target the black people who were doing well for themselves, I.E lawyers who were doing a lot for civil rights, or those who went to vote. Because of this huge suppression and hatred, a lot of black people were scared to vote and in reality voting was not a freedom for black people. Some historians would say that reconstruction it itself did not really care for the black rights, and that it was a political move to try and remain Republican power in the south. Abraham Lincoln himself did not have a clear policy for freed slaves after the Civil War, so reconstruction was not seen as a solid plan from the start, it was looking like a false dawn. â€Å"False Dawn† – â€Å"something which seems to show that a successful period is beginning or that a situation is improving when it is not.† â€Å"Reconstruction† – â€Å"The act of constructing again, of rebuilding† Bibliography – * Wikipedia * Class Notes * Civil Rights In America – Ron Field * About.com