Critical Analysis of Leadership Theories and Assessing Links

Critical Analysis of Leadership Theories and Assessing Links An organization is comprised of a large set of individuals, working together to attain a specified common goal. The concrete organisational framework is based upon specified values and positive culture escorted by charismatic leaders that are required to comprehend their roles and responsibilities towards both the employees and the organisation. A positive work environment is comprised of intellectual and enigmatic leaders that believe in empowering employees and appreciate their active participation in the progression of the company (Balain, and Sparrow 2009, p. 227). The concept of leadership is generated to monitor the behavioural patterns of employees including and motivate them to enhance their loyalty towards the organisation. The behavioural patterns of employees greatly vary depending upon their individual circumstances and therefore, it is extremely crucial for the leaders to develop an empathetic approach towards resolving the issues of employees and to inspire them for eff ective contribution to achieve the organisational objectives. It is the responsibility of the organisational leaders to develop challenging but achievable goals and boost the team spirit amongst the employees to achieve maximum organisational productivity (Knight, Durham and Locke 2001, p. 329). There could be diverse range of motivational factors that might influence an individuals conviction and the effective leaders have the ability to single out those factors to persuade the employees to enhance organisational growth and maximise its productivity (Choi 2006, p. 26). This paper is intended to analyse the role of leadership and employee motivation in long term organisational success by critical evaluation of the theoretical underpinnings of the subject. The idea is to reflect the behavioural patterns of both the leaders and employees by recognizing the need for employee motivation and understanding the role of leaders to optimistically incite the employees in the best interest of the organisation (Knight, Durham and Locke 2001, p. 335). The main objective of this paper is to explicate the functional features of an organisation in which the role of leadership becomes extremely significant in order to develop smart employee motivational strategies to ensure their satisfaction and thereby, producing constructive employees attitudes to preserve long term organisational success. ROLE OF LEADERSHIP IN ORGANISATIONAL SUCCESS Routine official work environment has several challenges and issues which are required to be sorted with sheer intelligence and determination. Organisational structure is extremely complex including diverse nature of employees and therefore, the role of leader becomes extremely significant to maintain a positive and constructive workplace (Hamlin 2002). The most integral aspect of a leaders personality is the understanding towards responsibilities and willingness to combat with difficulties and challenges. Not all managers can become effective leaders (Knight, Durham and Locke 2001, p. 335) as the complex organisational structure and diversity of employees makes it difficult to realize the dynamics of key motivating factors that facilitate in enhanced organisational productivity. The globalised work environment of today is comprised of organisations having employees coming from different backgrounds, speaking diversified languages and competent in varying range of skills and therefor e, leaders today, are not just required to focus on task accomplishment but must also address the employees expectations by engaging them as effectively contributing member of the organisation. Employees look upon their organisational leaders as a coach who enables them to understand and perform their task in correct manner (Hamlin 2002). Employees expect their leaders to effectively communicate and direct them to prevail over the work-related issues and obstacles by motivational skills. The concept of leadership is based upon the combination of personality, ideologies, intellect, motivation and trust (Balain, and Sparrow 2009, p. 228). Organisations endeavour fiscal growth and productivity which can be achieved by progressive employees followed by a charismatic leader. It is significant for the organisational leaders to recruit maximum number of followers and for that, leaders through their personal charm, ideologies and intellect gain trust of employees and motivate them to accomp lish organisational goals (Kaplan and Norton 2004, p. 37). Long term organisational success is highly dependent upon leadership and employee motivation. It has been studied that, in order to achieve long-term organisational success, leaders are required to gain trust of employees and motivate them (Baldoni, 2005, p. 175). The distinct qualities encompassing excellence in performance and management skills ascertain the organisational leaders. The ability to envision, empathise, and empower are the three core components that determine the charismatic attribute of a leader. Envisioning behaviour of a leader influences other organisational members by stimulating a need to accomplish and the empathic behaviour facilitate the followers to gel with their leader based on ideological affiliations (Choi, 2006, p. 41). ANALYISING THEORIES OF LEADERSHIP Leaders are the symbol of ideologies that are followed by others and organisations acquire tremendous growth and success by integrating charismatic leadership within their work environment. Interaction of leaders with the followers tends to develop a positive and highly motivated work environment which eventually results in the organisational success (Pratti et al, 2003, p. 27). The six most integral leadership theories have been critically analysed to understand the reasons behind advanced performance levels which enhances the economic and organisational strength. Great Man Theory The theoretical model of Great Man theory was based on a belief that the leadership is confine only to the aristocratic people that are destined to escort the rest. Formerly the people belonging to upper-class were treated differently and were looked upon by others due to specific qualities they posses or the exceptional standard of living they enjoyed. It was believed that only a limited number of people were uniquely gifted with certain abilities and traits that made it possible for them to become leaders and the rest are meant to follow them (Pratti et al, 2003, p. 32). The most critical element of the Great Man theory was the blind conviction in the leadership of aristocratic people and firmly believing that the traits of leadership can never be inherited, developed, learnt, or acquired (Baldoni, 2005, p. 179), which limited the scope of leadership. The term Great Man itself has a limited scope as the theoretical model is primarily male, military and west oriented. While analysin g the phenomenon of intrinsic supremacy of the Great Man theory, it is indeed true that there are certain men possessing some congenital power to influence over their contemporaries, substantiating their right to leadership however, the concept of limiting the headship to a group of aristocratic is inequitable (Choi 2006, p. 42). If the Great Man model is applied to the contemporary organisational structure, it might produce unconstructive outcomes as the diversification of employees background, languages, skills and individual circumstance has given rise to a much perplexed work environment where aristocratic aspect of Great Man theory would develop pessimism amongst employees. The globalised nature of work environment has developed a breed of employees that are much more aware, educated, skilful and competent (Hamlin 2002). Employees today do not necessarily be content with handsome remuneration package instead they look forward to professional growth and enhanced opportunities. T he Great Man theoretical model does not address the prospects and expectations of existing organisational workforce as it is confined to offer leadership opportunities to aristocratic group of people only. Followed by the Great Man theoretical model which advocates the innate superiority, the exceptional traits, qualities and attributes of the leaders were explored and as a result of which Trait Theory was developed. Trait Theories The Trait Theories were developed with a purpose of determining the core characteristics of leaders that contributed towards organisational success. The theory was put forward with intent to facilitate the organisations in the identification of key traits, qualities and attributes of leaders so that the correct set of people can be recruited and installed into leadership positions of the organisation. There are a number of leadership traits identified by several studies including adaptability, decisiveness, cooperation, dependability, assertiveness, determination, self confidence (Wheatley 2001, p. 92) however, it has been observed that there is no quantifiable means to identify leadership characteristics and there are no consistent set of qualities that might support the concept of a true leader (Baldoni, 2005, p. 212). Human beings have numerous positive and negative traits that are responsible in shaping up the overall personality of an individual. All leaders posses the universal quality to influence others however, the set of fundamental traits that enables them to dominate over their contemporaries might considerably differ (Pratti et al, 2003, p. 37). It has been studied that the generic qualities of a leader such as charismatic personality, sociability and intelligence are not limited to themselves only instead the most commonly held traits of leaders can also be shared by diverse group of people which do not necessarily become leaders. On the other hand, generic traits of the leaders might be similar however, the absence of some of these generic traits do not make them any less leader. There has been somewhat consistency in the generic traits of leaders that may include administrative skills, decisiveness, responsiveness and astuteness which enables them to ensure enhanced organisational productivity. It has been argued that there is the probability of prominent leaders being gifted by few common traits nevertheless; it is nearly impracticable that all leaders pose a collective set of characteristics (Pratti et al, 2003, p. 39) and hence, the Trait Theory failed to sustain its momentum. It is significant to note that, neither the authoritative traits corroborate the position of a leader and nor the position of leadership can be acquired by the identified authoritative characteristics (Gosling and Mintzberg 2003). Behavioural Theories The contradictory nature of the Trait Theories, lead the researchers to focus on the behavioural aspect of organisational leaders and as a result of which the Behavioural Theories were formulated that are primarily based on studying the varying leadership styles. The McGregors X Y Managers Theory has been widely publicised stating that the leaders assumptions about human nature greatly influences the overall organisational leadership stratagem. In accordance with McGregors theoretical model, the theory X managers deem that there is an intrinsic aversion amongst human beings towards obligations and responsibilities which circumvents their desire to work unless persuaded. Theory X managers are required to consistently direct and control their workforce to achieve organisational objectives. On the other hand, theory Y managers believe that correct work atmosphere combined with employees commitment facilitates people in exercising self-direction and self-control that ultimately aid in a ccomplishing the pre-set organisational goals. By analysing the McGregors theoretical model, it can be observed that the theory X mangers support the domineering style whereas; theory Y managers support a participative approach of leadership. The domineering leaders have strict control over their employees characterised by their decisiveness conversely, the participative leaders are much more considerate and are found to behave sympathetically towards the employees and thereby, develop a sense of affiliation and trust (Pratti et al, 2003, p. 40). While contrasting both the leadership behaviours it can be constituted that the autocratic leaders are strict but disciplined which results in obtaining better results in terms of enhanced fiscal growth conversely, the participative leaders are the preferred choice of the employees but the performance margin is considerably reduced due to their considerate behaviour. The Blake and Moutons Managerial Grid is another behavioural theory focuse s on organisational production and employee orientations by analysing the combinations of concerns between the two extremes. Blake and Moutons Managerial Grid measures the leaders concerns for production on horizontal and concerns for people on the vertical axis by identifying the five key leadership styles. By analysing the Blake and Moutons Managerial Grid, it has been observed that the most crucial aspect of leadership behaviour is to value the collaborative approach and teamwork that eventually results in long-term organisational success. Situational Contingency Theories Depending upon the consistently evolving work environment and inconsistent circumstances, it can be constituted that the leadership styles has to be considerably flexible and adaptive in order to address the underlying organisational issues. After identifying the behavioural aspects of leadership it was inevitable to apply them in varying situations to assess their practicability. Fiedlers Contingency Model was put forward with intent to address workplace issues that are highly reliant upon the impinged situational factors explicating that mechanistic organisational environment may progress well with autocratic leadership style whereas a participative approach is suited to a dynamic work environment having a flexible approach (Heslin, VandeWalle, Latham 2006, p. 882). Fiedler Contingency Model categorised managers in two distinct groups i.e. task and relationship oriented and environment as favourable or unfavourable. This model enables the leaders to manipulate the environmental var iables to match their leadership styles. In accordance with the contingency model the relationship and power positioning of a leader with its team members greatly influences the task structure (Baum and Locke 2004, p. 587) and it has been observed that the favourable work environment characterised by constructive leader-member relationship tends to yield a high task structure where a leader has the power to appreciate or penalize its employees with absolute authority and vice versa. Both the task motivated and relationship motivated leadership styles comes with their relative set of pros and cons as the task-motivated leaders can gain fiscal growth by outperforming the key competitors (Kaplan and Norton 2004, p. 42) whereas, the relationship motivated leaders gain customer satisfaction which establishes the positive image of the organisation which fairly contributes in attaining long-term organisational success. The theoretical grounds of Hersey-Blanchard Model of Leadership are bas ed on assessing the developmental capacity of employees which tends to determine the suitability of a leadership style in a specific situation. The theory is based on the combination of task behaviour and relationship behaviour of a leader depending upon the maturity of its subordinates within a workplace setting. With respect to the situational variables of subordinates maturity levels, the leadership style have been categorised into four kinds out of which two major leadership styles including directive behaviour and supportive behaviours are deemed as the most significant (Perren and Burgoyne 2001). In directive behaviour category the leaders adopt a one-way communication strategy where leaders decide, communicate, direct and closely monitor the performance of the subordinates to achieve the core organisational objectives (Balain, and Sparrow 2009, p. 229). On the other hand, the supportive behaviour of a leader is two-way communication process in which leaders adopt a flexible a pproach by engaging the subordinates in the decision making process, listen to their views, offer support and encourage their contributions in task performance. The most significant aspect of Hersey-Blanchard Model is that, it provides a multi-purpose approach by allowing the leaders to assess the maturity level of their subordinates and thereby, adjust their behaviours accordingly. The theory emphasises on enhancing the maturity level of subordinates by effective coaching techniques, increased support and motivational schemes so that the burden on leadership can be fine-tuned as per the developmental capacity of the employees which not only benefits the leaders but is equally favourable to the organisation in longer run. The Tannenbaum Schmidts Continuum model is an extension of contingency theories suggesting that there are four main leadership behaviours varies along a continuum including autocratic or telling style, persuasive or selling style, consultative or consulting style and democratic or joining style. The continuum model has distinguished the leadership styles and applied them to specified situations as for example telling style is most suited to mature team in an emergency situation, the selling style is applicable to an aggressive work setting where leader is decisive however the enthusiastic participation of the subordinates is equally valued. The consulting and joining leadership is complimentary to somewhat similar situation where collective decision making by both the leaders and subordinates result in enhanced productivity of the organisation (Heslin, VandeWalle, Latham 2006, p. 886). Another significant situational or contingency model is the Adairs Action-Centred leadership which is characterised by a three circle diagram. The situational and contingent elements determine the responsiveness of leader to address the organisational issues and achieve the desired goals. Leaders and Followers Previously the concept of leadership was confined to idealise the solo frontal figures that contributes in achieving organisational objectives. The theories of Leaders and Followers are intended to highlight the interdependency of leaders and their subordinates and reflect the significance of collaborative work environment. The theory of Servant Leadership determines the individual perception to serve first and then lead by encouraging teamwork, prescience and trust within the organisational structure by empowering all and treating them with fairness. Team Leadership is another theoretical approach that is put forward by Meredith Belbin emphasising on the balanced team efforts by proposing a network of individuals working together for a common organisational goal having both individual strengths and weaknesses. Team work is most suited to the complex structure of globalised work environment as the leaders are less interfering and believe in engaging their subordinates as actively par ticipating members of the organisation (Goleman, McKee and Boyatzis 2002, p. 22). The volatile organisational structure of today requires concerted working relationships due to its diverse nature and the leadership style that promotes employees development offers a holistic approach where problem solving and decisiveness of a leader is complimented and supported by the entire team. In addition to this, James MacGregor Burns came up with the Transactional and Transformational Leadership Model which is which enables to develop an understanding of monetary and ethical needs of organisation followed by a leader. The transactional leadership is based on business perspective by relying on short term fiscal benefits to maximise organisational efficiency. The transactional leadership focuses on tactical issues and is hard data orientation by supporting the entrenched structure and systems and is predominantly occupied by power, politics and perks (Baum and Locke 2004, p. 589). On the other hand, the foundation of transformational leadership is has high moral and ethical grounds based on pre-defined purposes. The significance of transformational leadership is the diffusion of duties and responsibilities amongst the team to acquire meaningful and challenging job roles for the subordinates in order to develop a sense of self-worth by acknowledging the human potential (Drach-Zahavy and Erez 2002, p. 668). Transformational leaders work towards acquiring long-term organisational success by prudently aligning the internal structure and systems without comprising the core values and principles. Dispersed Leadership It is an informal leadership style that is significantly dissociated with the organisational hierarchal model. The Dispersed Leadership model is the most contemporary theoretical model which encourages the all individuals within an organisation to contribute their leadership skills without any limitations of hierarchy and positively influence their colleagues to maximise organisational productivity. It has been studied that, by developing leaderful culture and work environment by the help of synchronized, cooperative and empathetic leadership model (Raelin 2003, p. 62), the organisations can become more progressive as the responsibility and commitment of a leader can be extensively entrenched throughout the entire organisation without the limitations imposed by formal chain of commands. The relationship and social behaviour of an individual determines its leadership qualities and the intrinsic characteristics and traits of a leader have the power to influence other by producing follo wers (James and Burgoyne 2001). Hence, the phenomenon of dispersed leadership i.e. encouraging the development of leaders amongst the small groups of same ideologies may also benefit the organisation by the prelude of a modern work environment having shared set of responsibilities. ASSESSING THE LINKAGE BETWEEN LEADERSHIP EMPLOYEE MOTIVATION Leaders are expected to generate enthusiasm within their subordinates to maximise their efficiencies and are far-sighted to develop effectual strategies to overcome the obstacles that may hinder in smooth progression of the organisation. The most highly equipped organisational leaders utilise useful tools of communication, problem solving, people management, decision making and motivation to develop a strong bond with their team members and gain their trust to extort utmost output of their organisational performances (James and Burgoyne 2001). Suited to the diverse range of situations and contexts, the organisations put forward effective leadership styles in order to develop affiliations with their employees by exhibiting incredible drive and enthusiasm in order to achieve the desired goals. To acquire the desired results by the enhanced efficiency of their subordinates, leaders are required to stimulate them with the help of numerous motivational tools including incentives, growth o pportunities and rewards (Rodgers, Frearson, Holden and Gold 2003). Leadership theories combined with correct motivational strategies tends to deliver enhanced organisational productivity. Leaders are therefore anticipated to understand the human psychology as the organisational performances are greatly influenced by the psychosocial objectives of an individual (Heslin, VandeWalle, Latham 2006, p. 882). It is extremely significant to acknowledge the substance of human needs while developing organisational objectives as the labour force of the organisation is predominantly humans that are engaged in specific job roles to fulfil their basic needs. Apart from monetary benefits, an individual may also have varying psycho-social needs that develops an individual personality based on a personal belief system (Raelin 2003, p. 65). An organisation can successfully develop a high-performing workforce by addressing the psycho-social needs of its employees through monetary and symbolic rewards that tends to enhance a sense of self-worth and thereby contribute in acquiring the desired organisational goals (Renn 2003, p. 572). Considering the primary human needs and psychosocial necessitates, smart leaders develop effectual strategies to motivate their subordinates by unswervingly stimulating the correct individual motives (Wegge and Haslam 2005, p. 404). The employees of today have tremendously grown in terms of educational qualifications and thrive on knowledge based work environments where they expect to receive the due respect to their ideologies and acknowledgement of their contributions and efforts benefiting the organisation. Leaders are the primary and the most vital connecting point of the workforce with the organisation that enables the workforce to express their views with complete freedom and recognise their organisational contributions Goleman, McKee and Boyatzis 2002, p. 22). The previous methods of managing subordinates through leaders have been replaced by the contemporary techniques of employing personnel-centric strategies within the organisation in order to exceedingly motivate employees to gain competitive advantage in the market. Managers are required to motivate the employees and attain their utmost loyalty and devotion by inspiring them through effective leadership styles. The democratic nature of contemporary organisation supports the idea of empowering their employees and the leaders are now anticipated to produce their followers by adopting a flexible approach and widely accepted leadership style. Today, the products and services offered by the organisations are not the only means to compete in the market but the power of an organisation to retain a highly competitive, loyal and productive workforce determine their market supremacy (Drach-Zahavy and Erez 2002, p. 669). The linkage between true leadership and motivational strategies has been greatly emphasised by the organisations and it has been observed that leaders with their motivational stratagem play an integral role in maximising organisational productivity. The autocratic leadership styles followed by strictly hierarchal organisational structures have been subsided in the contemporary globalised work environment where employees prefer a democratic leadership that is meant to respect their psy cho-social objectives and is fair towards acknowledging their individual contributions in the overall organisational success. It has been identified that the contemporary workforce appreciates leaders that are persuasive and not coercive. Employees have now become more inclined towards professional pragmatism and challenging job roles rather than restricting their growth opportunities to short-term benefits like status and position (Goleman, McKee and Boyatzis 2002, p. 39). Therefore, organisations have also recognised the strong bond between effective leadership and motivational strategies and have put forward their enigmatic leaders that are willing to acclimatize their leadership skills in order to address the psycho-social needs of todays workforce. The long-term organisational success is highly reliant upon its progressive and devoted workforce (Hamlin 2002) that can be achieved by integrating the right set of motivational strategies through the most appropriate leadership styl es. Organisations prudently choose the appropriate leaders that have sufficient proclivity of analysing the core psycho-social needs of the employees and correct knowledge about the organisational environment (Wegge and Haslam 2005, p. 401). The intensity of leaders receptiveness to appropriately retort towards the consistently evolving situations together with their ability to address the unprecedented expectations of employees, ascertains the long-term organisational success. CONCLUSION (250) Peoples attitudes towards their employment have been considerably altered due to a shift from manual to knowledge based work environment in the contemporary globalised organisational structure. The fast-paced work environment combined with highly responsive employees behaviour has enhanced living standards and employees expectations and therefore, effectual and integrated leadership has become indispensible to motivate the organisational workforce of today. Depending upon varying situations, organisations position their best leaders that are required to motivate their subordinates through the most suitable leadership techniques in order to preserve the loyalty and commitment of the employees towards achieving maximum organisational productivity. To conclude, there is a strong relationship between effective leadership and employee motivational strategies that not only generate fiscal benefits by enhanced organisational productivity but also contribute in accomplishing long-term organi sational success.

Informations Management

Systems and Management Contents Executive Summary The reports sets about assessing HA Loge's current business operation both in the UK and India, this done by utilizing three analysis tools, SOOT analysis, PESTLE analysis and Porters Fiver Forces analysis. From the SOOT analysis the reports highlights several key points, which includes the potential of overseas sales in emerging economies and the benefits of having manufacturing faculties in India.The lack of developed e-commerce and the poor utilization of information technology advances have been highlighted as one of the biggest weakness of HA Loge's. The PESTLE analysis has shown that while traditional consumer (local councils) have less money to spend and sales may decline In the short term, the opportunities from a new ‘Affluent Achievers' market holds great promise. The desire for going ‘green' In both social attitudes and wider environmental laws is also an opportunity that can be exploited for HA Loge's gains.Por ters Five Forces has highlighted that threat of new entrants is high because the Entry barrier is high as many competitors try to earn market share in the business of street furniture. The bargaining power of buyers mains high due to councils trying to get the lowest price possible and high number companies who are sharing / or trying to enter the same market. Threat of substitute products remains low because of the high saturation of competitors producing similar products. Bargaining power of suppliers is also low thanks to the adduce of manufacturers offering highly competitive prices and low specialization within the market.A new IT portfolio has also been recommend for HA Loge's to implement, this includes a complete overhaul of the current ageing IT systems and new website as long as an active social media engagement. A new ERP is vital for HA Loge's future and it has been recommended that SAP be implemented across the company and a new website that will help increase sale with in the ‘Affluent Achievers' market. The risks of implementing such changes has also been factored in and explored in details, with the potential of possible issues occurring, such as staff training and skills.The effect that the new portfolio will have on both the suppliers and customers of HA Loge's has also been explored and in conjunction with the implementation timeshare, has highlighted the need for a well organized and structured phasing to the new systems. The recommendation is that HA Loge's take a multi phased approach to implementing the new systems that includes a pre-stage of evaluation of staff and their ability to use the new systems and a comprehensive training program .This will be followed by a trial run of the new systems, a soft and partial changeover and then finally a complete switch to the new system, whilst keeping the old systems for 2-3 months as a backup. Following the situational analysis of HA Loge's current business and the assessment of its IT req uirements, our recommendations on what HA Loge's requires for the future will allow it to succeed ND grow into new markets and remain profitable for the following years. 1 . Situational Analysis and Strategic Direction 1. 1 . SOOT Analysts 1. . 1 Strengths As it can be seen from the above table, H. A Logon & Sons, are in an advantageous situation compared to other companies, especially in the United Kingdom. The fact that the company was established since 1952 and has shown stability economically through time allows the opportunity to create a very strong and powerful name. The brand potential can allow immediate expansion and takeover of the U. K market rely due to its relationship with the local councils and the existing top of quality product range they have.The market is growing and the low competition may allow the company to become market leaders. The Polls group have conducted a market analysis which shows that a lot of the street furniture companies are under immediate dange r (Pillions, 2014). The possession of the Indian factory reduces the cost and provides a better advantage on the pricing of the products since they can be offered at lower prices. The weaknesses described in the SOOT analysis can be fully exploited and used to the company's advantage.The creation of a website and use of social networking will allow easier market penetration and provide easier and cost effective means to reach the target segmentations. It is however noteworthy that the relationship between the H. Q. In India and U. K should be worked on, as this can be beneficial to the client. Better organizational behavior would effectively mean a better working environment and consequently more efficient production. The operations management could be well benefited from such a change. . 1. 3 Opportunities The opportunities created since the budget for immediate reformation came into existence are extensive in various directions. By creating a patriotic slogan, it will enable the e nhancement of the company's image, thus gaining an advantage over other competitors, especially since the major clients of the investigating market are the councils. One can argue that here is no better way to spend the tax payer's money to a native company with a lot of history of consistent quality and relations.The Lugubrious University can be funded in PhD to offer extensive research on LED Lighting. Especially since LED lighting market is about to increase by 20% McKinney&Company, 2012) and surpass 20 billion USED by 2020 (Technology, 2014). Biding may be done in the Chinese projects ready to be released in 2017. This is due to the fact that the Chinese government had a problem with the already installed LED Lighting and are expected to replace the lighting introduced. 0-15 to street lighting companies will be able to bid on the project (Magazine, 2007-2014). There is the chance to enter the Chinese market with an upgraded and more professional image. A more environmental frien dly approach will attract attention. 1. 1. 4 Threats Even though threats may not be originated from the immediate environment, a company that is trying to expand globally needs to evaluate any potential threat worldwide. The growing expertise of U. S and China on LED lighting may be proven difficult to reach.However with effective research, the knowledge can be obtained and surpass the existing threats. There is growing competition in the Far East and these companies may be favored and correctly encountered. In conclusion, H. A Logon & Sons can expand in other markets such as the Chinese market. They can reach the market segmentation ‘affluent achievers' through proper marketing and anally they can even expand in the direction of street advertising with minimum costs but great profits.This can be achieved because street furniture is already sold in the local councils. Advertising is a very powerful tool for expansion as it can provide instant change in profits and promotion of the company. This idea is already exploited by Caduceus, a French company Caduceus, 2014) and the market is suspected to reach 35. 5 billion USED by 2016 (Edition, 2014). Key factors for this increase are arbitration, meliorating global economy and digital out of home advertising. 1. 2. PESTLE AnalysisTechnological Technological Improvements Company's spending on R (PhD) Access to newest technology Social Media (development & Usage) Socio-cultural Educational Level CEO – friendly habits Turning into Charity Organizations 0 Corporate Social Responsibility (Eunice or other corporations) New market Different culture organizational Culture (India Manufacture) Population growth Attitudes towards saving and investing ‘Affluent Achievers' Attitudes towards product quality and customer service Political Government regulations Economic policies Tax policy Trade restrictions Economic Inflation rateI-J is growing economically so more spending to normal products. (Business Economi cs) China ready to offer projects (LED lights? ) Exchange rates (entering global market) Fiscal policies (India) Growth rates Labor cost minimized Trade flows and patterns (PhD) Environmental Recycling Waste management Attitude toward ‘green' or ecological products Legal Law that affects the business environment in Asia Vs. law in the UK Industry specific regulations e-commerce From deducting a PESTLE analysis three major points can be derived and should be exploited. Firstly, countries nowadays are trying to be as CEO-friendly as possible.The CEO-friendly awareness is increasingly more popular, therefore the company should follow an environmental approach. By producing street furniture or more products in particular street lighting that indeed are environmental friendly, the company can attract buyers. Entering an CEO-friendly mode will show sensitivity company. Thus the councils will be more attracted to the company's products since they will benefit from the CEO-friendly ap proach. Secondly, the current recession is fading away and the coming years will be marked with an economic boom since England is recovering effectively from the economic crisis (Oxalate, 2013).The increase in income will provide increase in demand as there is a positive relationship between the two variables. This would inevitably mean that the market of the ‘affluent achievers' will also increase and this is the market that Loge's should concentrate on. A report by the ALGA shows that between 2011 and 201 5 spending cuts will amount to 33% in real terms. It is clear to see that the previous strong consumer base in local councils may falter and as a source of revenue may not be growing, least not in the short term. Therefore Loge's should be more aggressive with contract bidding.This also leads to a secondary point that out cash flow in the short term maybe less and more opportunities must be sought out, as well as a better financing (Association, 2013). Thirdly, political fa ctors are defined as political issues which can occur in the company, in the areas where the company is operating, both nationwide and worldwide. The effect on business and legislation can be done by political changes and globalization. Government regulations, tax policy and trade restrictions are the main factors that should be taken into notice.Finally, technology is rapidly developing, especially in countries as USA and China hat are more advanced in markets of LED lighting or even street advertising. By investing in technology and creating Research and Development support teams, the company may expertise in LED Lighting sector and can increase its product range such as including interactive panels, which allow advertising to occur. The company may not be directly involved with the advertising but they can actually sell or rent the panels to the local councils.The councils can choose whether to advertise events or other companies for personal profit. The PESTLE analysis did not r aise any flags to any legal concerns or any other matter of the type. 1. 3. Porter five forces The threat of new entrants is high. The company is a market leader in I-J and competitors abroad, bigger companies that have better technological equipment and are trying to earn market share in the business of street furniture. They also have better relationships with councils abroad, since Loge's company has relationships mainly in UK and isn't established long enough abroad.Furthermore, these companies can take advantage of their bigger brand awareness and make agreements more easily than Lagan's company. However, Supply -Side economies of scale are exploited for Loge's since they own their supply factory. This spreads the fixed costs over more units. This deters entry by forcing the ‘aspired entrant' to come in the industry on a large scale production or accept a cost disadvantage. Finally incumbency advantages are independent of size. This effectively means that H. A. Loge's are not easily threatened by potential entrants due to their geographic location Cobber, 2010).The bargaining power of suppliers is low. The company has the opportunity to collaborate with many manufacturers as suppliers, which allows the company to easily make an agreement with another supplier. There is sufficiency f raw materials, which doesn't allow suppliers to have monopoly on them. Bulk buying can be used and this will result in having discount in price during purchasing. The bargaining power of buyers is high due to the large volume of business agreements between the company and the councils for a wide range of products. Failing at the negotiations with the councils can result in losing a wide range of business projects.Their high power gives them the allowance to force down prices and the Loge's company shall accept it since there is the threat of their competitors. The threat of substitute products is low. All companies in the street furniture business manufacture almost the same products and there are no known substitutes. LED lights and panels could be characterized as substitute products, but there aren't brought in the East Midlands market yet (assumption). In the case that the substitutes are considered high, Loge's should distance itself from substitutes through product performance and marketing.The threat of intense segment rivalry is high. In UK during the last years many companies were obliged to exit the street furniture market because of the economic crisis. The companies that survived Loge's company), managed to dominate in the I-J market, but as it seems lately there is an increasing number of big companies from abroad that are trying to enter and invest in this market. â€Å"Rivalry is especially destructive to profitability if it gravitates solely to price because price competition transfers profits directly from an industry to its customers†.The new market of ‘affluent achievers' will likely draw new entrants due to the chan ce of exploitation. Care should be considered to avoid the above statement. Although H. A Loge's will be the first to enter they should do so in a manner that will allow them to establish their network with brand recognition, excellence in customer service and price stability (E. Porter, 2008). 2. Metrics,'Kip At H Logan, attention has always been paid mostly to their financial metrics as opposed to the inputs that drive the numbers.In this section, other possible performance metrics will be discussed according to the new proposed strategy plan. Financial metrics are like descriptive statistics and says something unique about a characteristic of the whole body of data that might not be obvious from merely reviewing individual finance figures (Tax, 2009). Firms and management require an objective way to measure performance so more often than not, it's easier to go straight into the result and forgetting to measure also what led to those results.Financial metrics are useful but should n't be used on its own because financial performance is a result or consequence of something else (Tax, 2009). Operating metrics are the inputs that correlate or drive the desired outcome, if more attention is paid to the operating metrics then financial outputs wouldn't be a big issue for the organization. Examples of these operating metrics include customer satisfaction, customer repetition, customer referral rate, quality of product etc. This is the aspect of metrics this report will focus on (Tax, 2009). 2. 1 . New Proposed Strategy for H.Logan More friendly environmental products(CEO-friendly products) Exploitation of the ‘Affluent Achievers' market Investment in research and development team Extension/Reduction in product line Adequate HER staff to deal with staff issues/concerns especially the issue between the Indian office and the WHQL Set clear goals and objectives Encourage customer and staff feedback Possible reduction in staff from both branches(the I-J and India) and training the Taft removed from the office to become call centre staff where they can deal with customer enquiries, queries, complaints and orders (e-commerce) Provision of services, e. . Offering delivery and installation services etc. Website, proper marketing strategy Introduction of new IT software (SAP software) 2. 2. Potential New Metrics for H. Logan Metrics are used for a variety of reasons. Metrics such as market share, sales increases, margins, and customer satisfaction surveys enable firms to take stock of where they are now and where they want to be in the future (Houses & Katz, 1998). Hauser and Katz, 1998 suggest that every metric will affect actions and decisions whether used mainly to influence behavior, to evaluate future strategies, or to take stock.An ideal metrics system should be tied to overall profit, apply to all employees and be designed to encourage extra effort, however if stretched to the limit can result in counter-productive actions. Relating these metrics back to H. Logan, below is an ideal list of what metrics should be measured in their company. Measurement of how their products and services are perceived in the market- this an be done by market research to determine if people view their products as high end luxury or affordable but quality products etc.Measure how much these ‘affluent achievers' are willing to spend on lighting and how often they purchase household goods. Organization views it as well. Find out what the customers want- by measuring how often they repeat orders, refer the organization's products to their friends and family, or how often they cancel orders, and how many customers never return to H. Logan to buy goods. The Voice of the Employee- this can be measured by finding out what the employees ant, what they value. This can lead to enabling employees make decisions and take actions that they know are going to be necessary to achieve their metrics-based goals.A balanced score card system will be im plemented in the next part to get fair balance of the new metrics to be measured. 2. 3. Balanced Scorecard A balanced scorecard is a strategic management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals (Kaplan & Norton, 2007). The balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives which inc lude: The learning and growth perspective- This entails employee training and corporate cultural attitudes related to both individual and corporate self- improvement.It is the most essential foundation for the success of any organization. The business process perspective- this allows the managers to know how well their business is performing and if it matches their customer requirements. This system should be implemented by those who know the system inside and out. The customer perspective-customer focus and perspective is important in any organization and most organizations are beginning to realize the importance of their customers. If customers aren't satisfied, it is likely that they will find those suppliers/ organizations that satisfy them.So measuring what customers want and like the type of customers they are and the processes that need to be followed is essential. The financial perspective- this is the traditional way of measuring metrics but still useful in measuring the ad ditional financial-related data, such as risk assessment The learning and Growth perspective The business process Perspective The customer The financial goals. Measurement of how much the ‘affluent achievers' are willing to spend on lighting ND how often they purchase household goods.Measurement of how their products and services are perceived in the market place by carrying out a market research to determine if people view their products as high-end luxury or affordable but quality products etc. Do the consumers view the products ‘attributes as the same attributes the organization views it as well. Find out what the customers want by measuring how often they repeat orders, refer the organization's products to their friends and family, or how often they cancel orders, and how many customers never return to H.A. Loge's to buy goods. How much is available to spend on the new strategy and development. If there isn't adequate funding, how will the organization source for fun ds. How much profitability lies in the development of the new developments/ strategy/plan. Measurement of how much the new systems will cost and how to priorities the funding of the new system. Measurement of the cost of training staff, R costs and risk assessment. Measurement of the cost of marketing and developing new website. . Portfolio of Systems 3. 1 . Portfolio Enterprise Resource Planning can be crucial to a business, especially one as out- dated as this. As in any other business, processes essential to its success include inventory and order management, accounting, human resources and customer relationship management. At its most basic level ERP Software ‘integrates these various functions into one complete system to streamline the process and information across the entire organization' (Devonshire, 2014).First and foremost the company needs to invest in the current website as it is over 10 years old. In today's technological age, online content is more vital than eve r so as not to fall behind. The Internet is the way most potential customers will search for H. A Logon & sons and if market emphasizes their greater need to invest in this part of the business. Loge's finds itself under intensive pressure from new competition abroad, so they must have some sort of product differentiation to really show prospective customers what they are all about.They should also look to add a separate section to the website specifically for the home solutions potential market. They are what kept the business going when their competitors disappeared and it fits in very well with the strategy to exploit the ‘Affluent Achievers' market. This is a new market opportunity and one that must be seized so H. A Logon & sons can progress to the next level. Due to the cost and long-term maintenance of the website, it would be appropriate to outsource the website production and maintenance too professional company.The company will also need to invest in new IT systems b ecause what exists has been running for over 35 years and has become increasingly unstable. It is important to realize that ‘an ERP system that is not the right fit tends to weigh down the entire organization' (lyre, 2012), this is why we have taken special care in narrowing down possible systems the company could use such as Oracle, Sage and SAP. Oracle represents more of an integrated system, while Sage pride themselves on the ease of use but the most suitable system for H. A Logon & Sons is the ‘SAP business objects solutions' system.This we believe brings a far more holistic process to the table and helps solve some of the problems they have now and reduce the overall cost that comes with implementation. SAGE and Oracle might be better at certain aspects but the SAP system is more consistent across the board as the feature analysis (table 1 below) depicts. ‘The evaluation of the ERP process must consider usability as a critical success factor' (lyre, 2012) and this is what the SAP system ensures. It provides an intuitive means to unify the information that business users need for their daily activities.It eliminates the need to access multiple applications, providing relevant information form a central location'. This as we can see will already eliminate the problem the company has had over the years where they have to input the same data several times because some systems aren't integrated. It comes with ‘Large Scale information distribution', which is very useful as the company has bases in both England and India. This helps because the platform supports distribution of content o up to 1 million recipients and allows the workers have all they need available to them.The most important integration this system brings is helping the company make decisions based on the whole picture. As mentioned earlier, ERP integrates many aspects such as HER, operations etc. The problem with this is that we tend to gain individual views based on the se aspects but the SAP system gives a ‘unified view of the businesses and enables its users to gain fresh new perspectives. Using the Package approach is beneficial as it's cheaper and can be tailored to the needs of the company. Weightings SAP SAGE Oracle

Corporations Concluded

1. (TCO E) For federal tax purposes, royalty income that is not derived in the ordinary course of a business is classified as: (Points : 5) portfolio income. answer active income. passive income. None of the above 2. (TCO F) When comparing corporate and individual taxation, the following statement is true: (Points : 5) Unlike individual taxpayer, corporate may not have a long-term capital loss carryforward. Both types of taxpayers have percentage limitations on the charitable contribution deduction, coupled with a carryover of the excess contribution. All taxpayers may carry net operating losses back two years, forward 20 years.All of the above. answer 3. (TCO H) Al and Amy file a joint return for the 2012 tax year. Their adjusted gross income is $80,000. They had net investment income of $7,000. In 2012, they had the following interest expenses: Personal credit card interest: $4,000 Home mortgage interest: $8,000 Investment interest (on loans used to buy stocks): $10,000 What is the interest deduction for Al and Amy for the 2012 tax year? (Points : 5) $8,000 $15,000. answer $12,000 $18,000 4. (TCO B) A contribution made to the following donee is not deductible. (Points : 5) Boy Scouts of America Oxford University, England. answerSociety for the Prevention of Cruelty to Animals Michigan State University California State Fair (an activity of the State of California) 5. (TCO A) The following taxes were paid by Tim: Real estate taxes on his home: $2,000 State income taxes: $900 State gasoline tax (personal use of automobile): $150 In itemizing his deductions, what is the amount that Tim may claim as a deduction for taxes? (Points : 5) $2,000 $2,900. answer $3,050 $0 6. (TCO F) Hoover, Inc. had gross receipts from operations of $230,000, operating and other expenses of $310,000, and dividends received from a 45 percent-owned domestic corporation of $120,000.Hoover's tax position for the year is: (Points : 5) $8,000 taxable income. $56,000 net operating loss. answer $40,000 taxable income. $80,000 net operating loss. 7. (TCO G) All of the outstanding stock of a closely held C corporation is owned equally by David Smith and Steve Bufusno. In 2012, the corporation generates taxable income of $30,000 from its active business activities. In addition, it earns $20,000 of interest from investments and incurs a $40,000 loss from a passive activity. How much income does the C corporation report for 2012?(Points : 5) $10,000 of portfolio income $0 $20,000 of portfolio income. answer None of the above 8. (TCO G) Bob, who is single, has $90,000 of salary, $25,000 of income from a limited partnership, and a $30,000 passive loss from a real estate rental activity in which he actively participates. His modified adjusted gross income is $90,000. Of the $30,000 loss, how much is deductible? (Points : 5) $30,000. answer $10,000 $25,000 $0 9. (TCO F) Jen owns a sole proprietorship, and Steve is the sole shareholder of a C (regular) corporation.Each business sus tained a $14,000 operating loss and a $3,000 capital loss for the year. Evaluate how these losses will affect the taxable income of the two owners? (Points : 17) A sole proprietorship is taxed through the business owner's personal tax return. Therefore Jen would enter the $14,000 operating loss from the proprietorship on Schedule C of Form 1040 or one of its variants. This reported loss would offset any income Jen reported from any other source on her personal income tax filed. As a noncorporate taxpayer Jen can also deduct the $3000 capital loss for the year.As the sole shareholder of a C corp Steve will see no effect on his taxable income as the shareholder. Income from a C corporation is reported when the shareholder receive dividends. C corporation losses are not reported by the shareholders. 10. (TCO G) Briefly (1) define and (2) discuss the purpose and impact of each of the following: a. at-risk rules b. suspended passive activity losses c. material participation (Points : 18) a. at-risk rules Definition: Losses from a business operation are limited to the amount of money you can actually lose in the business.You are subject to at-risk rules if you are filing Schedules C, E, or F. Tax laws limiting the amount of losses an investor (usually a limited partner) can claim. Only the amount actually at risk can be deducted. b. suspended passive activity losses Definition: A capital loss that cannot be realized in a given tax year due to passive activity limitations. These losses are therefore â€Å"suspended† until they can be netted against passive income in a future tax year. Suspended losses are incurred as a result of passive activities, and can only be carried forward.Suspended losses that are incurred as a result of the disposition of a passive interest are subject to an annual capital loss limit. Suspended losses can, however, be used to offset income realized in a later year that is generated from material participation in the activity that init ially produced the loss. For example, if a taxpayer incurs a $5,000 suspended loss in one year from a passive activity and then materially participates in the activity the following year and earns $10,000, then the suspended loss may be applied against $5,000 of the earned income, leaving the taxpayer with $5,000 of declarable income for the year.c. material participation. Definition: A set of criteria that determines whether a taxpayer is a material participant in a business venture. The material participation test will determine whether business income received by the taxpayer is active or passive. Material participation is determined each year. The IRS has seven tests to determine material participation: The taxpayer works 500 hours or more during the year in the activity. The taxpayer does substantially all the work in the activity.The taxpayer works more than 100 hours in the activity during the year and no one else works more than the taxpayer. The activity is a significant pa rticipation activity (SPA), and the sum of SPAs in which the taxpayer works 100-500 hours exceeds 500 hours for the year. The taxpayer materially participated in the activity in any 5 of the prior 10 years. The activity is a personal service activity and the taxpayer materially participated in that activity in any 3 prior years.Based on all of the facts and circumstances, the taxpayer participates in the activity on a regular, continuous, and substantial basis during such year. However, this test only applies if the taxpayer works at least 100 hours in the activity, no one else works more hours than the taxpayer in the activity, and no one else receives compensation for managing the activity. Determination of â€Å"material participation† is complicated, and lack of material participation can result in passive loss rules. If you think lack of material participation may be an issue in your business, check with your tax adviser.

The Positives Of The Industrial Revolution - 1522 Words

The Positives of the Industrial Revolution While some might debate that Industrialization had primarily negative consequences for society because of child labor, it was essentially a positive thing for society. Industrialization’s positive effects were new laws to improve working conditions, production increased, and merchandise became cheaper. There were numerous negatives that the Industrial Revolution brought with it; nonetheless the positives out-weigh it in today’s society. Because of the child labor during the Industrial Revolution today’s society currently has laws to improve the working conditions of every employee. Children are no longer able to be employed into a business or factory, nevertheless when they were able to be employed the production of merchandise increased causing them to become cheaper. These remain just minor parts of the Industrial Revolution. The reasons that the Industrial Revolution was a positive thing was that it had laws that imp roved working conditions, production had increased, and merchandise became cheaper. Child labor was a horrendous problem during the Industrial Revolution in the 1800s. It caused countless children to be put into dangerous working conditions for low pay for a long period of time; nevertheless without it there would have been no laws that could protect them. Therefore, later in the Industrial Revolution their came child protection laws that ended child labor. Before the new child protection laws came into beingShow MoreRelatedThe Positives And Cons Of The Industrial Revolution835 Words   |  4 PagesIs the Industrial Revolution as Good as We Think It Is? Bill Gates once said, â€Å"If you go back to 1800, everybody was poor. I mean everybody. 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