The Complex Nature Of Human Resource Planning Commerce Essay

The Complex Nature Of Human Resource Planning Commerce Essay This report is about the complex nature of human resource planning. Human resource planning is the process whereby a business determines the amount of staff support that they will need in order to fulfil business needs and customer demands. It is the base upon which all the other human resource activities rest. It simply involves forecasting what staff is needed and making sure that the steps are taken to meet those needs. Human resource planning can also be described as the on-going process of systematic planning to achieve optimum use of an organisations most valuable asset which would be its human resources. It is the way in which managers ensure that they have the right number and kinds of capable people in the right places at the right times. Through human resource planning, organisations avoid sudden people shortages and surpluses. It is concerned with identifying the organisations demand for human resources and demand for human resource and devising means to ensure that a sufficient supply of labour is available to meet that demand. Human resource planning can be defined as the way by which you determine the manpower requirements and the way of meeting those requirements in order to carry out an integrated plan at the organisation. According to Quinn Mills (1983) human resource planning is a decision making process combining three vital actions: Identifying and acquiring the right number of people with the proper skills Motivating the staff in order to achieve high performance within the organisation Creating interactive links between business objectives and planning activities The most popular way of describing human resource planning is having the Right person at the Right place at the Right time. Aims of human resource planning The main aim of human resource planning is to make sure that the organisation has the right number of staff with the right skills needed in order to meet forecast requirements. According to Reilly there are a couple of different reasons why some businesses choose to take part in some form of human resource planning. Reilly identifies three main reasons as to why businesses engage in human resource planning: Planning for substantive reasons- The reason for this type of planning is to have a practical effect by enhancing the use of resources in the organisation or making them more flexible. It also helps the business to identify potential problems and minimises the chances of making a bad decision. Planning due to the benefits it gives the organisation-The reason for this type of planning is due to business understanding the present human resources in order to confront the future human resources. This type of planning gives the business a better understanding of how many employees they have at present and how many they need to take on or let go to deal with the future. For example-The human resource planning department will analyse how many employees they have at present and they will try and forecast how many employees they will need to take on in the future. If the business is busier around the Christmas period then the human resource planning department will look at taking on more staff in order to deal with increased demands. Planning for organisational reasons- The reason for this type of planning is that it communicates the businesses plans and helps the employees to support them and adhere to them. This type of planning is all about relating the business plans to the human resource planning department and integrating the two more efficiently. For example-If the human resource department has plans to take on 10 new employees in 2013 due to a high workload for existing employees, it lets the existing employees know that the high workload is temporary and encourages the employees to support the business and respect the decisions that are made. The Human Resource Planning Model The human resource planning model is a method that the human resource department in a business can use to ensure that they have enough employees and the right ones to carry out the various functions of the business. This human resource planning model consists of three key parts, including predicting the amount of employees that your company needs, checking if the supply of potential employees meets your demand and finally learning how to balance the supply and demand of employees. The three steps are as follows: Forecasting staffing needs Evaluating Supply Balancing Supply and Demand Forecasting Staffing Needs: There are a couple of different ways to forecast in order to predict how many employees you need to run your business and which roles these employees need to fill. There are four main factors to consider when forecasting staffing needs: The situation of the economy- The way in which the economy is performing is a critical factor when youre looking at human resource planning. You need to be able to distinguish whether or not your company needs to recruit more staff or whether your company is going to downsize. In these economic conditions a lot of companies are looking at their human resource planning and making the crucial decisions. For example: If the economy is in recession and business is quiet, a company is less likely to be planning on taking on new staff. On the other hand, if the economy is booming and business is busy a company will be more likely to be recruiting more staff. On the 1st of November 2012, McDonalds announced that they will be taking on over 700 new employees in the next 2years in Ireland. McDonalds human resource planning department are starting the recruitment process in January 2013. On the 5th of October 2012, Cork Airport announced that they will be cutting over 32 jobs. The human resource department of Cork airport explained that the main reason for the plans to cut jobs was simply due to the decline in the economy. The Internal finance of the business- The internal finance of a business will depend on whether or not youre going to invest in new staff. It all depends on how much money you have as a business. The human resource department of a business is usually given a yearly budget. They then look at the staff levels and plan on whether or not to invest in more staff. They also look at things at critical factors affecting staff levels such as how many employees are retiring in the coming year, is there anybody out on maternity leave etc. Internal finance is a main factor in forecasting staffing needs. For example: If the human resource department plans to take on 15 new employees in 2012, there has to be money in the business for this to be a viable. The demand for your product or service- Obviously the demand for when it comes to forecasting your staffing needs and requirements, the demand for your product or service is crucial. If your product or service is in high demand then you will be looking at taking on more staff. However if the demand for your product or service is in low demand then you as a business may need to look at cutting your employees hours or letting some employees go. The demand for your product or service may be in high demand at certain times of the year and you may need to take on extra staff in order to meet demands. For Example: Smyths Toys always take on extra staff around the Christmas period as this is their busiest time of the year. When the human resource planning department at Smyths Toys forecasts their staffing needs, they look at the demand for service. Therefore when they are in their busiest time of the year, they automatically forecast that they will need additional staff in order to deal with the high demand. The Growth expectations of your business- The growth expectations of your business are another factor to consider when forecasting staff. If your business is growing rapidly then you may need to take on more staff. Forecasting the amount of staff you will need in the future will all depend on how well your business is growing. For example: The human resource planning department of McDonalds will look at their growth expectations for the next 6months, 12months, 18months etc. They will then determine how many employees they will need in order to meet the growth rate of their business. By 2015 they hope to open 12 new stores across Ireland. The human resource planning department have already forecasted that they plan to take on 700 new employees. Therefore the growth expectations of the business are a key component on forecasting the staffing needs. Evaluating Supply: This consists of analysing internally and externally. This step is all about checking the amount of staff you have currently in your organisation and checking the amount of potential staff outside of the business. The human resource planning department evaluate the internal staff in the first step when they are forecasting staffing requirements for the future. In order to evaluate the external staff the human resource planning department will look at the demographics of the staff that is available to them. This can include factors such as education and the unemployment rate of the country. When the human resource planning department are evaluating supply there are a couple of key areas they look at including: The existing number of staff employed(broken down by occupation, skill and potential) Potential losses the business may incur due to staff leaving(employee turnover) Potential vacancies through internal promotion The effect of changing work condition(recession may lead to absenteeism) The amount of supply within the business The amount of supply from outside of the business in the national and local labour markets By the business evaultaing all of these areas it will help them determine whether they have access to the number and types of employees that they need in order to fulfil their staffing forecasts. For example: The human resource planning department at BMW in Germany evaluated the supply of employees internally and they have realised that over 50% of their employees would be over the age of 50 by 2020.The human resource planning department evaluated externally in order to find out how much potential employees would be available to them if they decided to take on new employees. By evaluating externally they realised that there was a shortage of qualified engineers in Germany. When evaluating externally they looked at education as a factor, they found that every year the number of engineering graduates are declining. This proves the importance of evaluating supply externally. The human resource planning department of BMW have put plans in place in order to increase the amount of students doing engineering courses. The human resource planning department have offered 18month internships for qualified engineering graduates. This is a good way on increasing the supply of employees ex ternally. Balancing Supply and Demand: Balancing supply and demand is the third step in the human resource planning process. This step is concerned with how the business is going to balance the demand of employees they need with the supply of employees available. The human resource planning department look at the amount of employees that they need and the look at the amount of employees that are available. By the human resource planning department doing this, it helps them to make sure that they avoid an employee shortage and surplus within the business. If the human resource planning department realise that there is a shortage of employees in the business, they must determine what type of recruiting efforts that they will participate in to attract the employees they need in order to fill the needs within the business. In order for the human resource planning department to balance the supply and demand they have to determine the full-time and part-time needs. The human resource planning department will look at the busines ses supply of full-time workers and the demand for full-time work out in the workforce. They look at the businesses needs for part-time workers and look and see if there are part-time workers available in labour markets. If the human resource planning department realise that the business have a surplus amount of employees they may consider employee layoffs, retirements and situations where some employees may need to be demoted. This step in the human resource planning process is all about determining the amount of employees that they need and how many employees are out their willing to work for them. The crucial part of this step is making sure that they balance. For Example: The human resource planning department of Dunnes Stores main aim in the final step of the human resource planning process is to balance the supply and demand of the employees available to the business. The human resource planning department at Dunnes Stores looks at how many employees they need and how many employees are in the workforce available to do the work with the necessary skills. The human resource planning department of Dunnes Stores must make sure that they dont end up with a shortage of employees or a surplus of employees. They need to get the balance just right in order to complete the human resource planning process correctly. Importance of Human Resource Planning Human resource planning is one of the most important resources in management and needs to be used efficiently. Success, stability and growth of a business depend on its ability in acquiring, utilising and developing the human resources for the benefit of a business. In recent years, Human resource planning has become increasingly important due to the high level of competition that todays businesses face. Without effective human resource planning, a company may face the danger of being unable to meet targets because employees with the necessary skills are unavailable. In my own opinion, I think that human resource planning is extremely important for every type of business. The main reason I think human resource planning is important is because by a business planning their human resources they can analyse their staffing needs for the future and identify any vacancies which may arise, they can save money through limited recruitment and selection and it helps motivate employees. Future staffing needs-The business is able to find out how much staff they will need in the future. It helps the business to identify the number of jobs which will become vacant in the near future. The human resource planning process is conducted for the entire business; therefore staffing requirements for every department can be identified. This allows the human resource department to identify any vacancies. For example: The human resource planning department of Dunnes Stores looks at the entire organisations staffing needs and identifies any vacancies that may arise in the future. Therefore the human resource department can identify if anyone is retiring or going on maternity leave. If there is somebody going on maternity leave in the finance department, the human resource planning department can plan to take on a temporary replacement. On the other hand if there is an employee in the marketing department retiring, then they will look at the marketing department and figure out if they need to take on a permanent replacement. Human resource planning is important as it highlights any vacancies in an organisation and prevents any sudden staffing shortages or surpluses. Cost savings-The recruitment and selection process can be very costly. Many businesses spend a large amount of money on this. Therefore by using the human resource planning process a company will save money as they arent wasting money taking on staff that is not necessary. Recruitment and selection will only be carried out if it is extremely necessary. The human resource planning process helps to identify whether recruitment and selection are necessary or not. For example: By Dunnes Stores planning their human resources effectively and efficiently they will save money. They will know exactly how many staff that they have at present. They will be able to determine if they under staffed or over staffed and whether they need to spend money on the recruitment and selection process. Human resource planning is important to Dunes Stores as saves them money by only highlighting when it is absolutely necessary to recruit new staff. Therefore they arent spending money on taking on new staff if they dont need them. Motivation-Human resource planning makes performance appraisal more meaningful. Employees receive feedback in the performance appraisal and they are informed of their chances of future progression in the company. As a result of this, the employees will be more motivated to work harder and try harder to impress. This shows the importance of human resource planning. For example: By Dunnes Stores engaging in human resource planning they will know exactly what promotions are available. So if the Sales Manager is going on maternity leave, then when the assistant sales manager is having the performance appraisal, she may be told if you improve on certain skill, you may be in line for promotion and may be considered when the sales manager goes on maternity leave. This will motivate the assistant sales manager to improve on certain skills and work harder in order to prove that she would be capable for the sales manager position. Human resource planning shows its importance in the performance appraisal as the business knows exactly when there is promotions available and this is turn motivates employees to work harder and prove that they are worthy of a promotion. According to Farnham human resource planning is extremely important as it encourages employers to establish clear and explicit links between their business plans and the human resource plans in order to integrate them more effectively and efficiently. He feels that by a business engaging in human resource planning it can benefit them as the business will have more control over staffing costs and on the number of staff employed. It ensures that a business is not over-staffed or under-staffed. He also feels that through human resource planning, employers can make more informed decisions about the skills and attitude mix in the business. Farnham states that human resource planning also provides a profile of the current staff in the business in regards to age, sex, gender, disability etc. By having this information readily available to them, a business is in a better position to make informed decisions and make sure that they are an equal opportunity organisation. Advantages of Human Resource Planning Meeting Staffing Requirements One of the advantages of human resource planning is that it improves the utilisation of human resources by helping the human resource planning managers to forecast the staffing needs in terms of both numbers as well as the types of skills that the business requires. By the human resource planning managers identifying the businesses short-term and long-term goals it allows them to predict their human resource requirements. In order for the human resource planning managers predict the staffing requirements successfully, they need to establish what skills, abilities and knowledge is required in order to meet the businesses goals. By human resource planning being carried out in a business, it helps the human resources planning managers to identify any potential replacements that they might need in order to fulfil the staffing requirements. Every year many employees either retire or leave companies that they are employed in. By carrying out human resource planning it helps the human resou rce department find replacements for these employees. These replacements may be either from inside the business or outside of the business. Therefore by carrying out human resource planning in a business it gives the advantage of meeting staffing needs. This is one of the main advantages of carrying out human resource planning in a business. Employee Development One of the main advantages of human resource planning is that it improves employee development. The human resource planning department identify employees within the business that could potentially move into a management position within the company. The human resource planning department can then implement certain actions that will help the potential employees develop their management skills. Human resource planning encourages the business to conduct performance appraisals with their employees. By conducting performance appraisals on their employees, it helps the human resource planning department to see what particular skills an employee is lacking and what type of training opportunities the employee should receive. Therefore human resource planning encourages and improves employee development. Continuous Evaluation By human resource planning managers taking part in the human resource planning process, it helps them to measure and access outcomes that make it possible to monitor the progress of the business and the employees. The human resource planning department make the human resource plan and they will usually include various millstones in order to gauge success. The future may be different than expected so the human resource planning department must be flexible enough for the business to manage the change. By a business taking part in human resource planning, it benefits them as the know exactly what is happening within the company at present, how many employees they have at present, how well they are doing currently and how the employees at performing at present. By the human resource planning department carrying out continuous evaluation they are able to meet new technological changes. Human resource planning helps to be effective in the use of technological progress. In order for the hum an resource planning department to meet the challenge of new technology, they make sure that existing employees are retrained and when they are recruiting new employees, they have the up-to-date technological knowledge. Proactive Human resource planning takes a proactive approach in order to meet the companys needs which are obviously an advantage for the company. By the human resource planning department taking a proactive approach it enables them to anticipate future needs, evaluate the companys current workforce and helps them determine what actions that they should prepare to take for the future. The advantage of having a proactive approach in human resource planning is that the businesses consider all aspects and the potential implications of different actions before acting. Businesses without human resource planning react to the employees needs without allowing themselves enough time to think and consider all actions. Businesses with human resource planning avoid making rushed and rash decisions. Therefore an advantage of human resource planning would be proactive businesses. Environmental Factors Through effective human resource planning, the human resource planning department can help the business to respond to environmental factors such as legislation, changing demographics, globalisation and technology. Through environmental scanning, the human resource planning department can anticipate different changes that will affect the businesses workforce and the businesses plan. An advantage of human resource planning is being able to anticipate the different environmental factors which will affect the business and its employees. The human resource planning department can predict and plan in anticipation for any changes in the environmental factors that may affect their business or their staffing requirements. The human resource planning department can prepare in advance for factors such as an aging population and an older workforce. By the human resource planning department, thinking ahead and taking the environmental factors into account, they help the business to avoid possible skill shortages in the future. By the human resource planning department failing to prepare for the environmental factors it can have a negative impact on the business. Disadvantages of Human Resource Planning Lack of Support During the last 25years, human resource planning has become a strategic partner in most business decisions. Before this it was known as personnel administration, a department responsible for processing payroll, handing out job application forms and enrolling employees in the business. One disadvantage of human resource planning is that without the support of management and the employees; it will not work or be effective. In order for human resource planning to be effective, the managers and the employees must support the human resource plans one hundred per cent. The management dont always see human resource planning as an essential element in the businesses long term and strategic goals. The employees of a business dont always support human resource planning due to the fact that they dont fully understand what their role is in the business. Culture Shift One major disadvantage of human resource planning relates to the current cultural thinking of the employees in a business. Many employees work in the same style they were originally trained in. These types of old-school employees have learned to perform their work efficiently and they take great pride in their ability to perform well in the business. When a business decides to take a new approach by implementing human resource planning into the business, these types of employees feel threatened. The employees current skills may not be able to be transferred to the businesses new way of doing things; therefore some of the employees will need to learn the new system. Larger Initial Investment A business must invest time and money into their human resource planning to become fully functional this is a disadvantage for businesses that dont have excess cash to invest into their human resource department. A business would also have to invest money into training their employees into understanding human resource planning. The employees would need to be thought how to research alternative approaches to planning, how to evaluate which approach fits the business the best and finally to implement that chosen process. The human resource planning manager would need to be able to determine how the new process fits in with their current employees and they would then have to assign new responsibilities to each employee. Once the employees are assigned their new responsibility, they will need additional training in order to help get them use to it. They will each need to learn what their new role in the business is each employee will need. This would be one disadvantage to human resource planning; the initial capital invested. The Strategic Human Resource Planning Process The strategic human resource planning process consists of four steps: Assessing the current human resource capacity Forecasting human resource requirements Gap analysis Developing human resource strategies to support business strategies Assessing the current human resource capacity Based on the businesses strategic plan, the first step in the strategic planning process is to analyse the current human resource capacity of the business. The knowledge, skills and abilities of the current staff in the business need to be identified. A way in which this can be done is by developing a skills inventory for each employee in the business. The skills inventory should go beyond the skills needed for the particular position. The business should list all the skills each employee has demonstrated. The education levels or additional training and development courses that they have participated in should also be included. Forecasting Human Resource Requirements The second step is to forecast human resource needs for the future, based on the strategic goals of the business. Realistic forecasting of human resources involves predicting both demand and supply. In order for the business to forecast the human resource requirements, they need to be able to answer the following questions: How many employees is required in order to achieve the strategic goals of the business? What jobs will need to be filled? What skill sets will people need? When forecasting demands for human resources, the business must also identify the challenges that they will face in meeting their staffing needs based on the external environment. In order for the business to determine external impacts, they should consider the following factors: How does the current economy affect the businesses ability to attract new employees? What changes are occurring in the Irish labour market? Gap Analysis This step is concerned about determining the gap between where the business wants to be in the future and where the business is currently. The gap analysis involves identifying the number of staff and the skills and abilities required in the future in comparison to the current situation the company are in. The business should ask themselves the following questions: What new jobs will the business need? What new skills will the business require? Do the businesses current employees have the right skills? Does the business have enough mangers? Developing Human resource strategies to support business strategies There are five ways in which a business can meet their needs in the future: Restructuring-This involves reducing staff by termination, reorganising work units to be more efficient Training and development-This involves providing staff with training to take on new roles, providing current staff with development opportunities to prepare them for future jobs in the business. Recruitment-This involves recruiting new staff with the skill and abilities that the business will need in the future. Outsourcing-This involves using external individuals or businesses to complete some tasks Collaboration-This involves allowing employees to visit other businesses to gain skills and insight. It involves working together with other businesses to prepare future leaders by sharing in the development of promising employees. Case Study BMWs Human Resource Planning Practices In 2007, Human resource planning managers at the BMW manufacturing plant in Germany came up with the Today for Tomorrow project. Human resource managers realised that with Germanys ageing population, by 2020 roughly half of BMWs 18000 workers in Germany will be over the age of 50. By 2020, more than a fifth of the country will be over 65.Faced with a probable decline in productivity, human resource managers reacted in an unusual and innovative way. For BMW, it is a matter of necessity, like many industries in Western countries; the company faces the challenge of trying to remain globally competitive with an experienced but ageing workforce. The human resource planning manager believed that their older workers have more patience and skills than the younger workers. The human resource planning manager in Germany believes that they are grappling with an ageing workforce. With the country also facing a shortage of qualified engineers, the human resource planning department have decided that its best to keep good workers on the job as long as possible and adapting the manufacturing factories to their needs. The human resource planning departmen

Between Subjects Design

Between-subjects Designs Instructions Psychology students need to learn how to look at each factor within a study and the Interaction between those factors. This assignment will assist students In learning how to understand this concept: 1) For this assignment, you will test the following hypotheses: a) Frequent users of Backbone will have a significantly different level of self-esteem than infrequent users of Backbone. I) Definition of Frequent users- spend 2 hours a day on Backbone. II) Definition of Infrequent users- spend less than 2 hours a day on Backbone. ) Module 2: Part I – Survey ) Each team member will access and complete the â€Å"Backbone Survey. † Save the survey results for the next part of this assignment. 3) Module 4: Part II – Data Collection a) Collect data from the surveys of each team member: b) Locate all the answers to the questions specifically about self-esteem: l) Self- esteem Question #s- c) Hold onto the survey results for the next par t of the assignment. 4) Module 6: Final Study a) part Ill -T-Test I) As a team, you will use data you compiled (means from the average scores- self- esteem questions only) from the surveys to calculate a T-test on the two groups: (1)Frequent users of Backbone- separate mean (2) Infrequent users of Backbone. – separate mean b) part – F-Orator l) use the data you compiled from the surveys to calculate an F- ratio on the 4 groups (4 means to calculate): (1) Male- Frequent/lunette-separate means (2) Female- Frequent/lunette separate means [If your group consists of members of the same sex, then use ages to separate the groups: For instance, â€Å"under-30, over-30, etc. â€Å"] c) Part V- Compile the team's final results into a study (750-1,000 words) detailing the steps of the assignment.Include n your study: I) Introduction- Briefly explain the reason for the study. Include the hypothesis and how it was tested. II) Method- briefly explain how the experiment was conduct ed: (1) Participants- How many? What were the relevant characteristics (male/female, ages, etc. )? (2) Instrument- Briefly explain the survey used to compile the data. Ill) Procedure- Were there groups? How was data compiled? How was the data measured? Make sure you clarify the study for the reader. Iv) Results- Record the mean differences on how you scored on self-esteem in these different groups.How 2) Include the F-ratio v) Discussion: Include interpretation of results, ethical concerns, limitations of study, and suggestions for future research. (1) Was the hypothesis supported? (2) What can you generalize from the study? V') References- List all references of literature used for this study. 5) Prepare the Final Study portion of this assignment according to the PAP guidelines found in the PAP Style Guide, located in the Student Success Center. An abstract is not required. 6) Submit the Final Study assignment as one deliverable to the instructor by the end of Module 8.

Jee Bezos leadership style Essay

Jeff Bezos was born in Albuquerque, New Mexico and from an early age he showed his mechanical attitude developing intense and varied scientific interests. This is why his parents send him in a special program for gifted children where Jeff could nature his love about gadgets (Byers, 2006,). When his family moved to Florida, he discovered his ‘great passion’, computers so he left his studies on Physics and got a degree on Computer science and electrical engineering (Sherman, 2001) After his studies, Jeff Bezos started to work for Bankers Trust and at the age of 26 he became the youngest Vice President for the company (Byers, 2006).When he noticed in 1994 that internet usage was increasing by 2300% a year (Hamalainen & Saarinen, 2007) he started to plan his next step, Amazon. He started Amazon in 1995 with 3 micro stations in his garage (Robinson, 2009) by selling books and today Amazon.com is one of the most preferable internet retail platform where customers can find Dvd’s, CD’s, MP3 downloads, Books and toys. According to Economist (2000) Amazon.com is the most visited internet retail platform in USA and one on top 3 in Germany, UK, France and Japan. THE IMPACT OF AMAZON.COM Amazon.com is today the largest electronic retail on world (Financial Times, December, 2011) and according to J. Bezos (Wired Magazine, December, 2011) Amazon is a cultural pioneer who lives to disrupt even its business. It is now recognized by 55% of conscious population and it is part of our today’s culture (Spector, 2002, p20). The company spends almost 40% of their incomes on brand building (Margolis, 1999) and that’s why Amazon.com is a trustable  and a well-known brand name (Economist, 2000, Marketing, 1999). 70,000 people works today for Amazon and the company turns over 48 billion a year (The Telegraph, October, 2012). Amazon.com launched in November of 2007 Kindle E-book reader (Clark D., Goodwin S., Samuelson) and as Bezos puts it â€Å"Millions of people owns now Kindles† (Information Week, 2010). According to Gonsalves (Information Week, 2010) Amazon sells 6 Kindles titles for every 10 hard books and this strategic move increased profits up to 71%. Jeff Bezos vision about Amazon.com is to be the most customer-centric company in the world (Mellali-Johnson, 2000) and according to them the success key of the company is†¦ innovation-innovation & innovation. J.BEZOS APPROACH TO LEADING AMAZON AND HIS KEY FACTORS THAT HAVE CONTRIBUTED TO HIS PERFORMANCE. He was named â€Å"Man of the year 1999† (Time Magazine, 1999) and â€Å"Business person of the year† (Fortune Magazine, 2012). Jeff Bezos is a visionary entrepreneur leader (Dyer, Gregersen, Christensen, December, 2009). According to Moment (2004) the essential traits of an effective entrepreneur is to be singular focus, self-driven, ambitious, achievement oriented, imaginative, independent and versatile. According to Quittner (1991) â€Å"Bezos, naturally enough is unmoved by the nay saying†. He asserts some instinctive characterics from other leaders that makes him resist. Can he be described as a â€Å"Great Man/ Great leader†? As Huczyonki and Buchanan puts it (2007, p699) â€Å"Great man are born leaders and emerge to take power regardless regardless of social, organizational or historical context† Other researches on trait theories tried to specify the traits of a great leader ()and found hundreds on them but according to Kilpatrick and Locke  (1991) these are the typical leadership traits: drive to archive, motivation to lead, self-confidence, ability to withstand setbacks , honesty and integrity, standing firm, cognitive ability, knowledge of business, emotional resilient. When Bezos decided to quit from the Wall Street Job, he had a strong feeling that his new business plan for an internet based retail platform would be his chance to move his ideas one step further (Academy of achievement interview, 2001). According to Stogdill (1948, 1974) a great man is confident and he has a strong ego. A great man also has traits as honesty and integrity (Kilpatrick and Locke, 1991) and Jeff Bezos believe that one of the principal key of a leader is the courage â€Å"to tell the hard truth† (Butcher, Martin, Knaebel, M. Butcher, April, 2006) His collaborators and people that spend lots of time working with him subscribes Bezos as â€Å"immensely likable man† (Eskenazi, 2005) signs that shows us his very good social skills and they are surprised by his brainpower and the way that he inspires and lead his subordinates (NY Times, 2005) (signs of his intelligence and his motivation to lead) EXAMINE THE STYLE, APPROACH AND CONTENT OF THE LEADERSHIP DEMONSTRATED BY SPECIFIC EXAMPLES Daft (2009) subscribes Bezos as a strong charismatic and also a visionary entrepreneur leader (Dyer, Gregersen, Christensen, December, 2009). According to Sclooser and Todorovic (2006) there are communalities between entrepreneurs and charismatic leaders. Subordinates usually are attracted from the way that an entrepreneur charismatic leader shows his great passion on achieving goals, take risks, add value in the organization and how they control the business (Schlooser and Todorovic, 2006). According to Daft (2009) in organization like Amazon where growth increases and the leader (Bezos) provides his major goal for continued growth they are exited and  fully committed. Bezos has also a great ability to adapt to change and he believes that doing only things that you know they works you cannot explore other things and lose lots of opportunities (The business journals, May, 2008) Amazon.com motto is â€Å"Work hard, have fun and write history†. According to Adair (1979) in order to increase the effectiveness of the group, leaders (managers) must find ways to cover three basic needs of their subordinates, Task needs (work hard), individual needs (have fun) and Team maintance needs (write history). This approach is called Action-Centred Leadership and is part of Functional Approach where attention is focused on the content of leadership and how the group of the subordinates is affected from the leaders behaviour. Bezos is also an situational leader, when Amazon had 2,9 million dollars in loses he changed his strategy from â€Å"getting Amazon bigger and faster† to â€Å"look inside the house†(New York Times, 2005). Situational approach (Hessey and Blanchard, 1979) focuses in the situation where characterics of an effective leadership are depending on the situation. Furthermore Bezos is a transformational leader. Researchers in leadership argue that visionary and charisma are some of the characterics of a transformational leader (Mullins, 2010). A transformational leader inspires and gives vision about the next day of the organization and knows how to connect the archivements of subordinate with the organization goal (Kark andShamir, 2002). Shares are distributed for bonuses to the subordinates in order to motivate Amazon subordinates to see the big picture and to feel their participation to the organization goal. EVALUATE WHETHER JEFF BEZOS COULD HAVE BEEN AS EFFECTIVE IN A DIFFERENT CONTEXT OR ORGANIZATION, GIVING A CREDIBLE ARGUMENT FOR THIS SUPPORTED BY REFERENCED THEORY Jeff Bezos has showed he can lead Amazon.com through change via his ability  to make it the most costumer centric company in the world (Sherman, 2001). His visionary entrepreneur leadership style (Dyer, Gregersen, Christensen, December, 2009) allows the ability to fits in change (The business journals, May, 2008). His transformational leadership style (Burns, 1978) also indicates his charismatic way on leading his organization in different situations. Also, Jeff Bezos and Amazon made their move launching the new Kindle Fire HD tablets (Spencer, 2012). Kindle Fire Hd is now one of the most hi tech tablet gadgets in the world and Apple’s IPad finally found a real competitor. According to Spencer (2012) Bezos and Amazon are planning another big surprise for their competitors: The new Kindle phone. These shows us that Bezos remains a real leader when the context of the company changes. Jeffrey Bezos is an entrepreneur and like the others entrepreneurs he is known by starting his own business so it is unknown his ability to lead an established organization. It can be said that he could feel not comfortable leading companies that are out of his ‘area’ (computing & internet) but he also founded †Blue Origin† a human spaceflight company (Boyle, 2006). According to these transferable skills and his traits (charisma, creativity, energy-drive, strong ego, honesty and integrity, social sills) he could lead different context companies in different situations. CONCLUSION We have discovered that Jeff Bezos is a strong visionary and charismatic entrepreneur leader with traits of a great man. He is also a situational and transformational leader with a great ability to inspire his suborders who really admires his brainpower and his way of doing the right things. He can adapt to change and his transferable skills make him able to lead different organization by his own way. Kark R, Shamir B (2002) The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. In: Avolio BJ, Yammarino FJ (eds) _Transformational and Charismatic Leadership: The Road Ahead_. Amsterdam: JAI Press,67-91.a

The Problem With Feminism, The Media, And You - 1824 Words

The Problem With Feminism, The Media, and You â€Å"Women accounted for only twenty-nine percent of the speaking roles and all too often, they were primarily there to look decorative - roughly a third involved wearing sexually revealing clothes or being partially naked† (Lenard). The reason this statistic is crucial to this paper is because in this digital age children are mostly influenced by the media, what they see on television, or films, what they hear in the music they listened to, and what they read online on their social media sites, what does it due to them when they see women as simple background characters, or sexualized objects. Even though the media may have become very progressive in this day and age, sexism in the media still†¦show more content†¦Ã¢â‚¬Å"Between 1990 and 1995 only 28.7 percent of speaking parts were women. Similar studies have shown that female speaking parts comprise just twenty-five percent of characters in top films between 1946 and 1955† (Vincent). That is only a quarter o f every part, and how many of those women were just there to be a simple love interest or to appear sexy for the male audience, even though women make up for over half the human population on the planet. What is really worrisome is how this is actually somewhat accurate with women being a political minority, being majorly outnumbered in their workforces In 2012 only six out of the top one-hundred films had a roughly equal male, female cast (Lenard). Now not every movie has to have completely equal casts, but when only six percent do, then there is a problem. This is an actual problem because children are influenced by what they see online or on television. A recent study has shown that watching TV can lower a child s confidence unless that child is a white male (Goldberg). Just think of how the media put all these expectations on children, women have to be like this, boys have to be like this, this is an attractive person, this is not, this is a talent and a useful skill, â€Å"That is something only girls should do come on act like a man†, or â€Å"Oh no child that is not very feminine give it up immediately† . Boys have multiple