Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School

Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School In the fall of 2013, Scotland’s Glasgow Caledonian University (GCU)â€"known as a leader in fashion education since the 19th centuryâ€"inaugurated a new fashion business school in London and soon after opened a satellite campus in New York City. Rather than focusing on the design aspect of fashion, however, the  GCU  British School of Fashion  instead aims to offer a specialized business education with applications to the fashion industry, as the school’s director, Christopher Moore, explained in a  FashionUnited  article  at the time the new campuses were being revealed: “The remit of the School is clear: we are about the business of fashion. While there are other great international design schools, we are quite different. Our aim is to be a leading School for the business of fashion.” The British School of Fashion’s MBA in Luxury Brand Management program aims to impart industry tools and skills related to such topics as consumer behavior, globalization, and strategic management. The school also professes a commitment to social responsibility, sustainability, and fair trade as part of its core values. With support from a number of British fashion brands, which have included Marks Spencer,  House of Fraser, AllSaints, and the Arcadia Group, the school’s faculty also features a team of honorary professors and fashion industry leaders. Moore told the BBC, “Over the past decade, there has been a significant professionalization of the fashion sector, and there is now a need for high-quality fashion business graduates.” London Business School Another London-based institute, London Business School, has also taken steps to attract applicants with an interest in luxury brand management and retail. Although the school does not offer a degree on the subject, students can partake in numerous activities in the field throughout their studies. One of the most notable opportunities is the Programme in Luxury Management, a partnership with the luxury brand alliance Walpole British Luxury. The program aims to arm students with the tools necessary to take on global management positions after graduation. Students take elective courses, visit companies, participate in workshops, complete internships, and work with a mentor from Walpole throughout the program. The London Core Application Practicum (LondonCAP) module is a hands-on learning opportunity during which students work with companies on projects related to their interestsâ€"a notable past partner is the British Fashion Council. Students can join the Retail Luxury Goods Club, which is one of the largest clubs on campus, with more than 4,500 members. The group welcomes industry speakers and organizes career treks to such locations as Milan and Paris, in addition to hosting an annual e-commerce conference, where past speakers have represented such companies as Net-a-Porter, Marks Spencer, and LVMH. Share ThisTweet B-Schools Outside the Top 15 GCU British School of Fashion London Business School Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School In the fall of 2013, Scotland’s Glasgow Caledonian University (GCU)â€"known as a leader in fashion education since the 19th centuryâ€"inaugurated a new fashion business school in London and soon after opened a satellite campus in New York City. Rather than focusing on the design aspect of fashion, however, the  GCU  British School of Fashion  aims to offer a specialized business education with applications to the fashion industry, as the school’s then director, Christopher Moore, explained in a  BBC article  at the time the new campuses were being revealed: “The remit of the school is clear: we are about the business of fashion. And while there are other great international design schools, we are quite different. Our aim is to be a leading school for the business of fashion.” The British School of Fashion’s MBA in Luxury Brand Management program aims to impart industry tools and skills related to such topics as consumer behavior, globalization, and strategic management. The school also professes a commitment to social responsibility, sustainability, and fair trade as part of its core values. With support from a number of British fashion brands, which have included Marks Spencer,  House of Fraser, AllSaints, and the Arcadia Group, the school’s faculty also features a team of honorary professors and fashion industry leaders. London Business School  has also taken steps to attract applicants with an interest in luxury brand management and retail. Although the school does not offer a degree on the subject, students can partake in numerous activities in the field throughout their studies. One of the most notable opportunities is the Walpole Luxury Programme, a partnership with the Walpole British Luxury brand. The program equips students with the tools necessary to enter global management positions after graduation. Students take elective courses, visit companies, participate in workshops, complete internships, and work with a mentor from Walpole throughout the program. The London Core Application Practicum (LondonCAP) module, which was launched in 2017, is a hands-on learning opportunity during which students work with companies on projects related to their interestsâ€"a notable past partner is the British Fashion Council. Students can join the Retail Luxury Goods Club, which is one of the largest clubs on campus, with more than 4,500 members. The group welcomes industry speakers and organizes career treks to such locations as Milan and Paris, in addition to hosting an annual e-commerce conference, whose past speakers have represented such companies as Net-a-Porter, Marks Spencer, and LVMH. Share ThisTweet GCU British School of Fashion London Business School Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School In the fall of 2013, Scotland’s Glasgow Caledonian University (GCU)â€"known as a leader in fashion education since the 19th centuryâ€"inaugurated a new fashion business school in London and soon after opened a satellite campus in New York City. Rather than focusing on the design aspect of fashion, however, the  GCU  British School of Fashion  aims to offer a specialized business education with applications to the fashion industry, as the school’s then director, Christopher Moore, explained in a  BBC article at the time the new campuses were being revealed: “The remit of the school is clear: we are about the business of fashion. And while there are other great international design schools, we are quite different. Our aim is to be a leading school for the business of fashion.” The British School of Fashion’s MBA in Luxury Brand Management program aims to impart industry tools and skills related to such topics as consumer behavior, globalization, and strategic management. The school also professes a commitment to social responsibility, sustainability, and fair trade as part of its core values. With support from a number of British fashion brands, which have included Marks Spencer,  House of Fraser, AllSaints, and the Arcadia Group, the school’s faculty also features a team of honorary professors and fashion industry leaders. The program was designed “to equip candidates who have the relevant managerial experience with specialist advanced knowledge and skills to move on to the next level of their career,” the school’s website states. London Business School has also taken steps to attract applicants with an interest in luxury brand management and retail. Although the school does not offer a degree on the subject, students can partake in numerous activities in the field throughout their studies. One of the most notable opportunities is the Walpole Luxury Programme, a partnership with the Walpole British Luxury brand. The program equips students with the tools necessary to enter global management positions after graduation. Students take elective courses, visit companies, participate in workshops, complete internships, and work with a mentor from Walpole throughout the program. The London Core Application Practicum (LondonCAP) module, which was launched in 2017, is a hands-on learning opportunity during which students work with companies on projects related to their interestsâ€"a notable past partner is the British Fashion Council. Students can join the Retail Luxury Goods Club, which is one of the largest clubs on campus, with more than 4,500 members. The group welcomes industry speakers and organizes career treks to such locations as Milan and Paris, in addition to hosting an annual e-commerce conference, whose past speakers have represented such companies as Net-a-Porter, Marks Spencer, and LVMH. Share ThisTweet GCU British School of Fashion London Business School Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School In the fall of 2013, Scotland’s Glasgow Caledonian University (GCU)â€"known as a leader in fashion education since the 19th centuryâ€"inaugurated a new fashion business school in London and soon after opened a satellite campus in New York City. Rather than focusing on the design aspect of fashion, however, the  GCU  British School of Fashion  instead aims to offer a specialized business education with applications to the fashion industry, as the school’s former director, Christopher Moore, explained in a  FashionUnited  article  at the time the new campuses were being revealed: “The remit of the School is clear: we are about the business of fashion. While there are other great international design schools, we are quite different. Our aim is to be a leading School for the business of fashion.” The British School of Fashion’s MBA in Luxury Brand Management program aims to impart industry tools and skills related to such topics as consumer behavior, globalization, and strategic management. The school also professes a commitment to social responsibility, sustainability, and fair trade as part of its core values. With support from a number of British fashion brands, which have included Marks Spencer,  House of Fraser, AllSaints, and the Arcadia Group, the school’s faculty also features a team of honorary professors and fashion industry leaders. Moore told the BBC, “Over the past decade, there has been a significant professionalization of the fashion sector, and there is now a need for high-quality fashion business graduates.” Another London-based institute,  London Business School, has also taken steps to attract applicants with an interest in luxury brand management and retail. Although the school does not offer a degree on the subject, students can partake in numerous activities in the field throughout their studies. One of the most notable opportunities is the Walpole Luxury Programme, a partnership with the luxury brand alliance Walpole British Luxury. The program aims to arm students with the tools necessary to take on global management positions after graduation. Students take elective courses, visit companies, participate in workshops, complete internships, and work with a mentor from Walpole throughout the program. The London Core Application Practicum (LondonCAP) module is a hands-on learning opportunity during which students work with companies on projects related to their interestsâ€"a notable past partner is the British Fashion Council. Students can join the Retail Luxury Goods Club, which is one of the largest clubs on campus, with more than 3,500 members. The group welcomes industry speakers and organizes career treks to such locations as Milan and Paris, in addition to hosting an annual e-commerce conference, where past speakers have represented such companies as Net-a-Porter, Marks Spencer, and LVMH. Share ThisTweet GCU British School of Fashion London Business School Blog Archive Luxury Brand Management at the GCU British School of Fashion and London Business School In the fall of 2013, Scotland’s Glasgow Caledonian University (GCU)â€"known as a leader in fashion education since the 19th centuryâ€"inaugurated a new fashion business school in London and soon after opened a satellite campus in New York City. Rather than focusing on the design aspect of fashion, however, the  GCU  British School of Fashion  aims to offer a specialized business education with applications to the fashion industry, as the school’s then director, Christopher Moore, explained in a  BBC article  at the time the new campuses were being revealed: “The remit of the school is clear: we are about the business of fashion. And while there are other great international design schools, we are quite different. Our aim is to be a leading school for the business of fashion.” The British School of Fashion’s MBA in Luxury Brand Management program aims to impart industry tools and skills related to such topics as consumer behavior, globalization, and strategic management. The program features several modules, exploring such topics as “Finance and Wealth Management,” “Strategic Brand Management,” “Legal Aspects of Brand Management,” and “Luxury Perspectives and Practice.” The school also professes a commitment to social responsibility, sustainability, and fair trade as part of its core values. With support from a number of British fashion brands, which have included Marks Spencer,  House of Fraser, AllSaints, and the Arcadia Group, the school’s faculty also features a team of honorary professors and fashion industry leaders. London Business School London Business School  has also taken steps to attract applicants with an interest in luxury brand management and retail. Although the school does not offer a degree on the subject, students can partake in numerous activities in the field throughout their studies. One of the most notable opportunities is the Walpole Luxury Programme, a partnership with the Walpole British Luxury brand. The program, which requires an application process, equips students with the tools necessary to enter global management positions after graduation. Students take elective courses, visit companies, participate in workshops, complete internships, and work with a mentor from Walpole throughout the program. Mentors in the program have represented such companies as Temperley London, The Savoy, NET-A-PORTER, and Gieves Hawkes. The London Core Application Practicum (LondonCAP) module, which was launched in 2017, is a hands-on learning opportunity during which students work with companies on projects related to their interestsâ€"a notable past partner is the British Fashion Council. Students can join the Retail Luxury Goods Club, which is one of the largest clubs on campus, with more than 4,500 members. The group welcomes industry speakers and organizes career treks to such locations as Milan and Paris, in addition to hosting an annual e-commerce conference, whose past speakers have represented such companies as NET-A-PORTER, Marks Spencer, and LVMH. Share ThisTweet GCU British School of Fashion London Business School

The Tennessee Code Annotated Bibliography - 1250 Words

The issue in this case is whether under Tennessee Code Annotated  § 44-8-413, our client, Kevin Gates, can be held responsible for his neighbor’s dog bite injuries, depending on his knowledge of the potentially â€Å"dangerous propensities† of his three dogs. The Tennessee Code Annotated discusses civil liability to an injury caused by dogs in  § 44-8-413. This statute begins with defining a dog owner’s duty by claiming that â€Å"the owner of a dog has a duty to keep that dog under reasonable control at all times, and to keep that dog from running at large.† Tenn. Code Ann.  § 44-8-413(a)(1) (2007 Supp. 2016). An owner is a person that at the time the incident occurs, is responsible and has authority over the dog. Id.  § 44-8-413(e)(1). Running at†¦show more content†¦App. LEXIS 955, at *10 (citing 4 Am. Jur. 2d Animals  § 69 (2015)). If the owner is not aware and does not have any reason to know that his dog has any dangerous propensities, then the owner will likely not be liable for the first mischief that occurs. Hood v. Waldrum, 434 S.W.2d 94, 99 (Tenn. Ct. App. 1968). For example, in Moore v. Gaut, James Moore, the complainant had to prove that Michael Gaut, the owner of the dog involved, knew or shou ld have known that his dog had dangerous propensities, making him liable for the dog bite injury. The evidence provided to the court never showed any record that the dog had ever engaged in behavior that could have been viewed as dangerous behavior. Moore, 2015 Tenn. App. LEXIS 955, at *5. The Court of Appeals agreed with the trial court that Gaut negated the third element for dog bite liability when he testified that â€Å"his dog never bit or attacked anyone before Plaintiff.† Id. at *13. Gaut genuinely believed his dog was â€Å"friendly, gentle, and jovial before the bite occurred.† Id. at *14. Since Gaut was unaware of any dangerous propensities, he was found not liable for the dog bite to Moore. Id. at *15. Despite Mr. Gates’ outward dislike towards his three dogs, it is likely that he will not be held responsible for the dog bite injury his neighbor suffered because he did not have any knowledge, nor had any reason to know of his dogs having any dangerous propensities. In this case, the injured neighbor wants GatesShow MoreRelatedPersonal Responsibility Rough Draft1736 Words   |  7 Pages The Weight of too Much Responsibility The amount of responsibility taken on can lead a person downfall if not carefully overseen. Difficulties can arise from taking on to many tasks at one time. In a study conducted by a University of Tennessee professor and two doctoral students (Williams, Carroll, amp; Hautau, 2005), it is shown how high achieving students (90% and above), whom easily complete their work on their own. These students in time show the effects of working not only for themselvesRead MoreEssay on The Role of Women in Sir Gawain and the Green Knight5387 Words   |  22 Pageswith a woman, and not subject to the feudal loyalty system. It is further suggested that this relationship has eclipsed other relationships within the code of chivalry. And, unlike the other contests, established by men, where the rules are clearly defined, the Ladys game is ambiguous. We can see this as the seduction progresses; Gawains moral code cannot stand strongly enough in this arena. It seems as if this is what the Gawain poet intended to suggest when he positioned the bedroom scenesRead MoreSlave Religion Research Paper3126 Words   |  13 Pagesenacted laws that restrained the religious exercise of enslaves African-Americans. Several state legislatures passed laws restricting African-American--both slaves and freed—from preaching. For example, until 1863, Georgia legislature enforced a legal code which prohibited â€Å"any church, society, or other body or any persons to grant any license or other authority to any slave or free person of color, to preach, or exhort, or otherwise officiate in church matters†. In 1832, North Carolina passed a similarRead MoreLibrary Management204752 Words   |  820 PagesProfessional . . . . . . . . . . . . . . 351 Problematic Ethical Situations . . . . . . . . . . . . . . . . . . 353 Tools for Ethical Decision Making . . . . . . . . . . . . . . . . 355 Normative Ethical Frameworks . . . . . . . . . . . . . . . . . . 355 Codes of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357 Other Frameworks for Ethical Decision Making . . . . . 357 Ethics Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359 Guidelines for Mangers to Promote Ethical

Evolutionary Psychology - Evolution Definition

Evolutionary psychology is a relatively new scientific discipline that looks at how human nature has evolved over time as a series of built up psychological adaptations. Many evolutionary biologists and other scientists are still reluctant to recognize evolutionary psychology as a valid science. Much like Charles Darwins ideas about natural selection, evolutionary psychology focuses on how favorable adaptations of human nature are selected for over less favorable adaptations. In the scope of psychology, these adaptations could be in the form of emotions or problem-solving skills. Evolutionary psychology is related to both macroevolution in the sense that it looks at how the human species, especially the brain, has changed over time, and it is also rooted in the ideas attributed to microevolution. These microevolutionary topics include changes at the gene level of DNA. Attempting to link the discipline of psychology to the theory of evolution via biological evolution is the aim of evolutionary psychology. In particular, evolutionary psychologists study how the human brain has evolved. The different regions of the brain control different parts of human nature and the physiology of the body. Evolutionary psychologists believe that the brain evolved in response to solving very specific problems. The Six Core Principles of Evolutionary Psychology The discipline of Evolutionary Psychology was founded on six core principles that combine a traditional understanding of psychology along with evolutionary biology ideas of how the brain functions. These principles are as follows:​​ The human brains purpose is to process information, and in doing so, it produces responses to both external and internal stimuli.The human brain adapted and has undergone both natural and sexual selection.The parts of the human brain are specialized to solve problems that occurred over evolutionary time.Modern humans have brains that evolved after problems recurred time and time again over long periods of time.Most of the human brains functions are done unconsciously. Even problems that seem easy to solve take very intricate neural responses at an unconscious level.Many very specialized mechanisms make up the whole of human psychology. All of these mechanisms together create human nature. Areas of Evolutionary Psychology Research The theory of evolution lends itself to several areas where psychological adaptations must occur in order for species to develop. The first is basic survival skills like consciousness, responding to stimuli, learning, and motivation. Emotions and personality also fall into this category, although their evolution is much more complex than basic instinctual survival skills. The use of language is also linked as a survival skill on the evolutionary scale within psychology. Another major area of evolutionary psychology research is the propagation of the species or mating. Based on observations of other species in their natural environments, the evolutionary psychology of human mating tends to lean toward the idea that females are more selective in their partners than males. Since males are instinctively wired spread their seed to any available female, the male human brain has evolved to be less selective than that of the female. The last major area of evolutionary psychology research centers on human interaction with other humans. This large research area includes research into parenting, interactions within families and relations, interactions with people that are not related and the combination of similar ideas to establish a culture. Emotions and language greatly influence these interactions, as does geography. Interactions occur more frequently among people living in the same area, which eventually leads to the creation of a specific culture that evolves based on immigration and emigration in the area.

The True Meaning Of Reading Is Not A Disinterested...

For many years authorial intention was recognised as the only true meaning of a text. A philosopher in the twentieth century, Edmund Hursell, recognised the power of consciousness and the phenomenal reality of an appearance which defers questions about an ultimate end. Phenomenology notes an objects existence, but achieves meaning and finds reality through an active conscious and awareness which registers the object, suspending all presuppositions, inferences, or judgements. A text, when criticised phenomenologically, is seen in aesthetic and affective aspects, existing only in the reader. Scholar Stanley Fish extended these ideas into what is now called Reader-Response Criticism, or R-RC discussing the influence the reader has on the interpretation, making â€Å"reading an active activity† (Cowgill 5). This essay will discuss the idea that reading is not a disinterested activity by applying new critic ideals to enforce upon the notion that meaning is drawn from the readers o wn interpretations, shaped by their active engagement with the text.. More recently, in 2003, Lisa Zunshine further developed the importance of the reader in textual meaning by drawing from cognitive psychology in her article ‘Theory of the Mind’. Zunshine suggests that such an activity is the basis for the very existence of the novel as we know it; the reason we read fiction is because it exercises our mind-reading ability (Polvinen). Readers become active participants in the creation of the work throughShow MoreRelatedExistentialism vs Essentialism23287 Words   |  94 Pagesapproach, that emphasizes the existence of the individual person as a free amp; responsible agent, determining their own development through acts of the will. Existentialism * is a philosophical term which posits that individuals create the meaning and essence of their lives. Existentialism asserts that â€Å"existence precedes essence,† which is in opposition to the classical doctrine that â€Å"essence precedes existence.† The claim â€Å"existence precedes essence† is a rejection of the idea that humanRead MoreNational Security Outline Essay40741 Words   |  163 Pagesï » ¿TABLE OF CONTENTS FOR NSL READING CHAPTER 1: National Security Law and the Role of Tipson 1 CHAPTER 2: Theoretical approaches to national security world order 4 CHAPTER 3: Development of the International Law of Conflict Management 5 CHAPTER 4: The Use of Force in International Relations: Norms Concerning the Initiation of Coercion (JNM) 7 CHAPTER 5: Institutional Modes of Conflict Management 17 The United Nations System 17 Proposals for Strengthening Management Institutional ModesRead MoreBrand Building Blocks96400 Words   |  386 Pagesall industries from computers to cars to frozen dinners to airlines to soft drinks, price competition is at center stage, driven by the power of strong retailers, value-sensitive customers, reduced category growth, and overcapacity (often caused by new entrants and by old competitors hanging on, sometimes via bankruptcy). Retailers have become stronger year by year, and they have used that strength to put pressure on prices. Whereas a decade ago, the manufacturer largely controlled information, retailersRead MoreCrossing the Chasm76808 Words   |  308 Pagescompanies that served as examples in the original edition of Crossing the Chasm. Reading through its index brings to mind the medieval lament, â€Å"Where are the snows of yesteryear?† Where indeed are Aldus, Apollo, Ashton-Tate, Ask, Burroughs, Businessland, and the Byte Shop? Where are Wang, Weitek, and Zilog? â€Å"Oh lost and by the wind-grieved ghosts, come back again!† But we should not despair. In high tech, the good news is that, although we lose our companies with alarming frequency, we keep the

Innovation Efficiency - and Section

Question: Discuss about the Innovation Efficiency, and Section. Answer: Introduction: The Australian Engineering firm which is of great interest to me is that of AECOM Australia Pty Ltd. This is an engineering firm that was previously known as AECOM Technology Corporation (Beaton-Wells and Tomasic 2012). Among the top Australian Engineering companies, it is regarded as multinational company that offer provisions in of design, construction, consultation and management of services to a good number of clients across the globe. Three strategies adopted by the company in question towards regulatory compliance with respect to the competition provisions in the Competition and Consumer Act 2010 The competition provisions in the Competition and consumer Act of 2010 is mainly concerned with matters of market relation. It mentions the relationship that exists between key players in the business domain (Colloff et al 2016). The key players covered in this Act in question includes; retailers, suppliers and consumers. Its main purpose is to enhance the welfare of Australians citizens by ensuring the promotion of fair trading as well as competition through the provision of consumer protection. On the same note, there are a number of strategies that have been adopted by AECOM Australia Pty Ltd towards compliance of the subject provision (Dagen 2010). These strategies are mainly meant to ensure peaceful co- existence and promotion of the welfare of Australian citizens. These strategies include the following; proper pricing, best framework management and reporting and finally developing a more highly skilled workforce. The strategies in question are documented in the companies policies mainly for purposes of ensuring check in the framework of its operations. Discussion and provision of examples on how the strategies in question promote competition in Australia by prohibiting anticompetitive conduct The first strategy that has been mentioned in the previous paragraph in line with the context is on proper pricing. Proper pricing is one of the greatest strategies that have been adopted by AECOM Australia Propriety Limited to ensure balance in the competitive market (Dellavedova and Gilsenan 2009). The prices of services offered by this company are not over estimated or under estimated. This has ensured compliance with the competition provisions Competition and Consumer Act of 2010 that closely monitors the market environment. The second strategy is on best framework management. Every company across the globe must have its operations under certain framework. The framework can either promote fair competition or it can lead to anti- competitive practices. AECOM has therefore adopted a framework that ensures that competition is not ignored but taken care of on a competitive basis. The frame work ensures that the company has fully complied with the provisions of the competitive Acts in context and leaves both government and the consumer at peace, and even other competitors in the business world. Finally, the last strategy is on the development of highly skilled work force. In order for the company to compete well without engaging in any anti- competitive role, it is vital for it to have highly skilled workforce. This is a major step that the company has taken, and the current estimate done with regards to its skilled personnel is at 95,000 skilled employees. The mentioned skilled workforce has ensured that they have offered best deliveries in terms of services and their competition rank has also gone up thereby owning ranking amongst the top engineering companies in Australia. Recommendations that I would make to improve management of AECOM Australia Propriety Limited Company with regards to both competition law compliance and legal principles in chapter 6 of Tony Ciro, Vivien Goldwasser and Reeta Verma The concept of competition law compliance just as mentioned previously is covered in the competition provisions of in the Competition and Consumer Act of 2010 (Flint 2005). On the other hand, the concept of legal principles in chapter 6 of Tony Ciro, Vivien Goldwasser and Reeta Verma, the edition being 4th, Oxford Press Australia, Melbourne and finally the year being 2014 is mainly concerned with the concept of both law and business. The chapter provides clear and very comprehensive grounding in all phases of business law. The chapter also touches on core topics of business law with accessible explanations of a number of key legal principles. With the explanation discussed withstanding, there are a number of recommendations that I would make to improve the management activities of the company in question (Formella 2001). These recommendations include the following; introducing policies that ensures the safety of company products as well as their labeling. This is one of the recommendations that will ensure that will ensure that, compliance with competition law because all the products are well labeled and original (Haines and Gurney 2006). The other recommendation in line with the subject would be on acquisition of various market promotional services that are in line with the question requirement. This will ensure that both the concept in of the individuals in question with regards to law and business and the provisions of law compliance are taken care of. It will also ensure that most of the company operations are not infringing the competitive domain but rather promoting fair competition (Hatton et al 2011). Since the company deals in matters that are design related, construction, consultation and finally management services, it will ensure that most of its market promotional activities are aimed at increasing its overall output in every financial year. I would also consider the recommendation on the adoption of an information system that will ensure that business and law are given keen consideration and compliance with competition provisions are considered. The main information system that I would recommend is that of decision making system, it will allow the company to bring on board a number of considerations prior to making any decision (Helman 2009). It will also allow the company to give keen considerations to the guiding rules and principles of the subject concept that is of the three individuals in concept Oxford Press, 4th Edition, Melbourne University 2014.This will help the company cultivate an environment that is considered fair especially in the business world. The end result of the recommendation is to see the company at the top of other companies based on merit. This question is about a world limited by the name Bungee World Ltd (BW) which is located at a place known as Byron Bay, New South of Wales (Johnstone and Sarre 2004). It is mentioned that it owns the top highest jumping platform in the world named sea monster. The platform is mainly made of steel and its construction is made over some cliffs that directly overlook the bay. Courtesy of this, a number of people have been attracted and they have to pay a sum amount of $ 50 and also ascent to a form prior to jumping from the platform. The form is outlined to be very detailed but there is a particular sentence that is of great importance since it separates the participant and Bungee World Limited in case of any consequences. The sentence is quoted to mention that the participant agrees that he or she will not at any point hold Bungee World Ltd or its agent responsible for either death or injury whatsoever or however that may arise as a result of jumping from the sea monster. An individual by the name Loki is mentioned as an investment banker who decides to go and jump on the sea monster like other people usually do and therefore follows all the due procedures. He then receives instructions from one Kate who is one of the instructor professionals in Bungee; Loki gets ready after doing the necessary and jumps unfortunately the steel platform that is attached to the safety rope breaks loose from the main platform. As a result Loki plunges into the sea, though not physical injury is experienced by him, he claims to have suffered nervous shock due to the incident and therefore plans the commencement of a negligence actions against Bungee World Ltd. A memorandum to the Board of Directors of BW on whether there are grounds for a successful negligence action against BW and consequences to BW. On the grounds that the legal definition of negligence is the conduct that falls below the rank of the behavior or character established by law for protection of other individuals against unreasonable risk of harm, on the same perspective, the statutory concerns requires that a person who acts negligently under the mentioned terms is liable for provision consequences on the basal ground. It is therefore with this confident that I affirm to the board of directors that in deed there are successful grounds of negligence action against BW and therefore consequences should be in hand. According to the provisions of chapter 16 of the Australian constitution, the same has been supported under tort and negligence related cases. The negligence of BW is on the fact that they dont do regular check up to the whole system of the cliff and the platform. If incase they were doing this, they would have noted the corrosion that was in the area o attachment of the steal platform and the safety rope. It is because of this that the steel structure broke making Loki to plunge into the sea and suffering nervous shock (Karpouzoglou, Dewulf and Clark 2016). Recommendations on how to resolve the potentially damaging public relation problem with regards to Bungee World Ltd The first recommendation is for Bungee World Ltd to ensure regular check up on their system and make necessary repairs. The other recommendation is for the subject Ltd to develop policies that are not only aimed at their interest but those that will offer safety to even their customers. If this is done, there will be increased rapport between them and the public. Not like in this case where there is a form which has to be scented upon and the main aim of the form is for BW not to be held culpable for any misfortune (Matthews 2005). Another recommendation would be for the board of directors to come employ very skilled employees who work at different stages, from undertaking the role of giving instructions to the time a participant is on the platform and even coming up with ways on how to take care cases that may arise if an accident is to occur when one is jumping on the cliff. This will keep note of legal and statutory issues and will keep the subject of discussion out of problems that may be on grounds of negligence and other related grounds (Scholz 2007). On the same view, the law is very clear, and the legal concerns and statutes also clearly outlines key areas that needs to be looked upon in order to safeguard instances that may arise from negligence. Making an ascent to a form is not the end of protection cover as Bungee World could have perceived it. It would be better if the ascent is made on the grounds on security cover rather than what has been vividly observed in question three of this particular task. Meaning of National Standards and who they apply to National standards are the employment entitlements that are a required to be provided to the employees. These entitlements must be in line with the goodness of the employees well being in order for them to work effectively. In most cases, the standards in question usually includes the following; maximum weekly working hours, arrangements on working hours that are flexible, considering the aspect of annual leaves, giving long service leave before resuming for work, the acknowledgement of a working system that is fair, giving leave on holidays that are considered public, in case of termination and redundancy pay, a notice is considered and also offering parental leave among other entitlements. It is clear that the second part of the question has already been answered as well because the mentioned national standards have greatly touched on employees related cases (Siebentritt, Halsey and Stafford-Smith 2014). It is thus clear that national standards mainly apply to two parties of which one has already been mention that is the employees (Ravenell 2008). The other party that it must also apply to is the employer; this is pegged to the reason that the fulfillment of these standards the two has to be brought into the picture. What I would do to ensure that my company does not contravene these standards if I was the head of Human Resource in Australian Engineering Company The main thing that I would do, is to draft down all the standards and incorporate them among the companys policies and framework. This would ensure easy adoption of them and familiarization and they become part and parcel of the company. What should also be noted is that the welfare of employees is a very key area that must be considered well just as provided in the national standards. This question is about one Rebecca who is considered elderly and lives by herself in a place called Brisbane. It is mentioned that over the recent past she migrated from Italy. One day she receives a random call from Dave who is a representative a plumbing company who made an offer to do plumbing check to her home. She agreed to it and on the next day, the check was done and Dave confirmed her plumbing as being in good shape. On the same note, Dave came up with a new suggestion of Ono water filter that was going to be more beneficial due to its latest reverse osmosis technology. Due to intense persuasion by Dave, Rebecca agreed to purchase the Ono water filter which was being sold at $ 2000 including installment. Rebecca then proceeded to sign a contract of purchasing the water filter in context. The concern of this piece is that, Rebecca was not prepared to buy to the Ono water Filter but bought it due to persuasion. Advice to of Rebecca of her rights and remedies under the unconscionable conduct provisions including section 21 in the Australian Consumer Law Unconscionable conduct as provided in the subject provision mainly deals with transactions that are carried out between dominant and parties who are weaker. It therefore revolves around duress and the influence that is considered undue. The first advice that I would offer to Rebecca is that, based on the section 21 on unconscionable conduct is that she has got the right of maintaining her stand whatsoever the case. Therefore, the conduct of Dave is supposed to be considered against the law and should be treated with contempt. Rebecca has got the right of going to court and challenging the transaction that occurred between her and Dave. On the same aspect, she is suppose to mention that, the Ono water Filter that was sold to her is of no use however efficient it is. The second part of this advice therefore takes the part of remedy with regards to the question (Gupta 2014). The final advice that I would also add to Rebecca is to consider laying priority in future where it is due (Zoeteman 2013). Like in this case, she bought the Ono water filter yet it was least of her priority. Her plumbing was confirmed as being in good condition she could still utilize them well. References Beaton-Wells, C. and Tomasic, K., 2012. Private enforcement of competition law: Time for an Australian debate. UNSWLJ, 35, p.648. Colloff, M.J., Lavorel, S., Wise, R.M., Dunlop, M., Overton, I.C. and Williams, K.J., 2016. Adaptation services of floodplains and wetlands under transformational climate change. Ecological Applications, 26(4), pp.1003-1017. Dagen, R., 2010. Rambus, Innovation Efficiency, and Section 5 of the FTC Act. BUL Rev., 90, p.1479. Dellavedova, B. and Gilsenan, R., Challenges in Cartel Class Actions(2009). University of New South Wales Law Journal, 32, p.1001. Gupta, A., 2014. The New Nexus. Flint, I.2005, Regent Decision. Formella, J.A., 2001. Torts-Liability of a Business Visitor for Negligence. Marquette Law Review, 34(4), p.289. Gorddard, R., Colloff, M.J., Wise, R.M., Ware, D. and Dunlop, M., 2016. Values, rules and knowledge: adaptation as change in the decision context. Environmental Science Policy, 57, pp.60-69. Haines, F. and Gurney, D., Section 1 2006: Regulatory conflict and regulatory compliance: the problems and possibilities in generic models of regulation. Regulation: Enforcement and Compliance, p.10. Hatton MacDonald, D., Bark, R., Garrick, D., Banerjee, O., Connor, J. and Morrison, M., 2011. Multiple benefits through the life cycle of the basin plan. Helman, P., 2009. Droughts in the Murray Darling Basin Since European Settlement. Griffith University: Southport, Queensland. Johnstone, R. and Sarre, R., 2004. Regulation: Enforcement and Compliance (Vol. 57). Canberra,, Australia: Australian Institute of Criminology. Karpouzoglou, T., Dewulf, A. and Clark, J., 2016. Advancing adaptive governance of social-ecological systems through theoretical multiplicity. Environmental Science Policy, 57, pp.1-9. Matthews, C., 2005. Sea Level Rise and Climate Change: Implications for the Coorong and Lakes Alexandrina and Albert Ramsar Site: a Preliminary Investigation. Department for Environment and Heritage. McCarthy, M.M. and Cambron-McCabe, N.H., 1987. Public school law: Teachers' and students' rights. Publication Sales, Allyn and Bacon, Longwood Division, 7 Wells Avenue, Newton, MA 02159 (Order No. H04898; $30.95).. Owen, D., 2014. Products Liability Law, 3d (Hornbook Series). West Academic. Sanderson, T., Hertzler, G., Capon, T. and Hayman, P., 2016. A real options analysis of Australian wheat production under climate change. Australian Journal of Agricultural and Resource Economics, 60(1), pp.79-96. Scholz, J., Enforcement Policy and Corporate Misconduct: The Changing Perspectives of Deterrence Theory (2007). Law and Contemporary Problems, 60, p.253. Siebentritt, M., Halsey, N. and Stafford-Smith, M., 2014. Regional climate change adaptation plan for the Eyre Peninsula. Prepared for the Eyre Peninsula Integrated Climate Change Agreement Committee. Ravenell, T.E., 2008. Cause and Conviction: The Role of Causation in Sec. 1983 Wrongful Conviction Claims. Temp. L. Rev., 81, p.689.Timbal, B., Abbs, D., Bhend, J., Chiew, F., Church, J., Ekstrm, M., Kirono, D., Lentomn, A., Lucas, C., McInnes, K. and Moise, A., 2015. Murray Basin cluster report: climate change in Australia. Projections for Australias natural resource management regions. Zoeteman, B.C., 2013. What is behind the leadership shift in sustainable development from politicians to CEOs?. Environmental Development, 8, pp.113-130.

Motivation and Leadership free essay sample

This work is submitted as part of the requirements for the MSc in information system and management. The work contained in this assignment is my own, individual and original work and has not been used in whole or in part for any other assessment on this or any other degree. I have read and understand the university rules on plagiarism. This essay discusses the quote by Dwight D. Eisenhower on leadership. In this quote, he defines leadership as the art of getting someone else to do something you want done because he wants to do it. Firstly, the meaning of this quote is explained by highlighting two distinct aspects of this statement, which is that leadership is the art of getting people to ‘want to do’ and getting them to ‘actually do’ what the leader wants done. It is inferred from this statement that Eisenhower’s notion is that these two processes, although distinct, are not mutually exclusive. We will write a custom essay sample on Motivation and Leadership or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page To provide a further explanation, the essay goes on to conceptualize these processes with their associated distinct leadership-styles and discusses the view point that these two concepts have to work both in combination and complementarily in order for his perspective on leadership to be fully agreed upon. â€Å"Leadership is the art of getting someone else to do something you want done because he wants to do it† (Dwight D. Eisenhower). What does this quote mean? To what extent do you agree or disagree with the quote and why? Over the years, many researchers, writers and leadership theorists have postulated various theories, ideas and perspectives on leadership, most of which are centred on the exertion of influence by a person on others to make them do something or achieve a goal. There is no one universally accepted definition of leadership. However, to name a few, Maxwell (1998) describes leadership as being nothing more (or less) than influence. Yukl (1994) also defined leadership as â€Å"the ability of one person to influence a group of persons toward the achievement of common goals† (p. 14). In the quote by Dwight D. Elsenhower above, leadership is viewed as the process of getting people to want to do as opposed to getting them just to do, which is a clear difference between the process of managing and that of leading (Kouzes amp; Posner, 1987). This statement holds true when the leader is able to properly communicate his vision in such a way that the followers are able to believe and buy into this vision by showing them how they can be served by a common goal. This ability of the leader to inspire his followers and get them to identify with his vision enacts their willingness to do something because they actually want to do it. Leaders do this by first of all being credible. They establish this credibility by their actions by challenging, inspiring, enabling, modelling and encouraging (Kouzes amp; Posner, 1987). When a leader is credible, he is better able to solicit the support and commitment of his followers. They are more willing to provide time, intelligence and energy to support the cause championed by the leader (Kouzes et al, 2010), because they trust and identify with his visions and goals and are confident in his ability to deliver. In essence, for a leader to get people to do things because they actually want to, he must be believable. His level of honesty, drive and passion therefore go a long way in building up this believable character. This quote also highlights the fact that leadership involves ‘delegating’ a task that the leader himself ‘wants done’. Hence, the leader has to take full responsibility for the task carried out by the subordinate and give him credit where appropriate. This is further supported by another quote by D. Eisenhower cited in Puryear Jr. 1991) who says: â€Å"†¦Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well. † (p. 289). Therefore, the Leader is fully responsible for anything that the subordinate does wrong and the subordinate should be made to understand this. Bearing this in mind, leaders adopt a leadership style to achieve their objectives and get their subordinates to do what they want. Different leadership styles have been discussed in earlier works of literature. Three major leadership-styles identified by psychologists Lewin et al (1939), are the democratic, autocratic and the laissez-faire styles. Active member involvement and group-decision making is encouraged by the democratic style while leaders are more domineering in the autocratic style and ‘hands off’ in the laissez-faire styles respectively. Also, in the framework proposed by Getzels and Guba (1957), the bureaucratic and delegative leadership-styles can be identified. The former being the style in which policies and procedures are prescribed while the latter is exactly the same as in the laissez-faire (passive) leadership style. Goleman (2000) also proposes six leadership-styles, which are, authoritative, democratic, affiliative, coercive, coaching and pacesetting. He explains that every leadership style is made up of some degree of emotional intelligence, which is exhibited through self-management, self-awareness, social awareness and social skill. Moreover, Authors such as Yukl, (1999), Rowold amp; Heinitz, (2007) and Judge amp; Piccolo (2004) have distinguished between two leadership styles; transactional and transformational leadership. These distinct leadership styles were initially introduced by Burns (1978), which was then later modified by Bass in 1985. To buttress the highlighted points and meanings of the quote discussed so far, this essay would be mainly focusing on the transformational and transactional approaches to leadership. Furthermore, how these styles can influence follower motivation would be discussed, as well as the extent to which this quote can be agreed upon. As explained earlier, this quote views leadership as a process of getting people to do what you want because they ‘want to’ and also as a process of getting people to ‘actually do it’. It may be inferred from Eisenhower’s statement that his view is that these two processes although separate, are not mutually exclusive. Hence, the transformational and transactional leadership styles can be characterized by each of these processes respectively, both of which can be combined and used to complement each other. This combination and complementation of these two leadership styles and processes can therefore be aligned with Eisenhower’s notion of leadership. Transformational leadership is one in which the leader elevates the interests of his followers by increasing awareness and acceptance of the group’s purpose and mission and by also allowing the followers to look beyond self-interest but to the collective interest of the group (Bass, 1985). The leader transforms the values and priorities of subordinates, and motivates them to exceed their performance expectations (Yukl, 1994). It is seen as a more participative leadership style in which the subordinates are inspired and influenced positively by their leader and accept, internalize and identify with the leader’s visions (Jung amp; Avolio, 2000). The willingness of subordinates to do what the leader wants done is influenced by their trust and confidence in the leader, coupled with his ability to inspire and motivate the employees to achieve great results by putting in the extra effort (Bass, 1985). Also, the ability of the leader to understand the differences and individuality of the followers, as well as provide support to foster growth and development also helps to increase their commitment and willingness to do what is required (Bass, 1985). The leader here is charismatic and energetic and is able to instill this enthusiasm into his followers, which gets them to actually want to do the job as oppose to just doing as they are told. However, in the transactional style of leadership, the followers simply do as they are told. The leadership is more like a process of exchange or contractual agreement between the leaders and followers (kappen, 2010). The leader meets the immediate needs of his followers as a reward, in exchange for the desired level of performance and negative consequences (punishment) is used to curtail undesired behavior (Jung amp; Avolio, 2000). Unlike in transformational leadership, the leader seems not be really concerned with changing the followers attitudes, beliefs and values neither do the followers feel the need to develop a greater sense of commitment and trust in the leader. The focus is mainly on just getting the job done which is the second aspect of leadership outlined earlier from Eisenhower’s quote. Leadership styles can impact or influence follower motivation to a significant extent. Transactional leadership is of the notion that people are motivated by reward and punishment and when the conditions of the exchange process are agreed upon, the followers primarily do what is required of them by the leadership. However, in transformational leadership, the followers are not only motivated by rewards but also by the processes resulting in these rewards (kappen, 2010). Transformational leadership embodies charismatic leadership where followers can be motivated by inspiration and by increasing their level of emotional involvement. To further expatiate on the influence of leadership styles on motivation, the relationship between transactional and transformational and motivation shall be discussed respectively. As discussed earlier, transactional leadership is an exchange process or contractual agreement between leaders and subordinates, in which the subordinates are externally driven to yield results through rewards and punishment. This external drive can be referred to as extrinsic motivation. Transactional leadership based on contingent reward is positively related to the follower’s motivation (Judge amp; Piccolo 2004). By providing contingent reward systems, leaders can motivate their followers to put in their best efforts to yield the desired results. The task assigned to the follower may generally be of no interest but the provision of an external reward could motivate the person to complete the task (kappen, 2010). These external rewards may be monetary or be in the form of good scores etc. This shows that a leader can still get people to do what he wants done even without them actually wanting to do it, as opposed to what Eisenhower’s suggests. Here leadership is not necessarily the art of getting people to do something you want done because they want to, it is the art of getting people to simply do by providing the appropriate reward agreed upon. Hence the reward or avoidance of punishment is the motivator rather than the leader or the task itself. In the case of transformational leadership, the focus is more internal and on the process as a whole and not just the outcome (Kappen, 2010). Internal or intrinsic motivation can be derived from task features such as autonomy, task significance, feedback, task identity, and so on (Houkes et al, 2001). The transformational leader tries to meet the immediate and future intrinsic needs of his subordinates, which are closely related to Maslow’s higher order needs (Maslow 1943). Hence intrinsic motivation plays a key role in this process and this notion is supported by (Barbuto, 2005) who explains that internal or intrinsic motivation encompasses a persons emotions, fun, trust and feeling of self-worth and these are all driven by internal influences which can be ppropriated by transformational behavior. The leader tries to transform the followers’ goals, beliefs and values to align with his and that of the organization and motivates them by positively building up their sense of self-worth and self-efficacy (Shamir et al, 1993). The ability of the leader to achieve this through his charismatic persona and individualized consideration, helps to increase their willingness to do what the leader wants done and to achieve the desired performance levels or outcome. So, drawing from all the points mentioned above, to what extent can Eisenhower’s quote be agreed upon? By identifying two distinct aspects in his statement, this essay has highlighted Eisenhower’s notion of leadership as being the art of getting people to ‘want to do’ and to ‘actually do’ what the leader wants done. This statement holds true so far as these processes are seen as distinct yet not mutually exclusive. Hence, the two processes have been characterized by the transformational and transactional leadership-styles respectively. The transformational leadership-style is associated with the process of getting people to want to do due to the leader’s ability to inspire trust and confidence in his vision as well as his ability to internally motivate people to put in their best efforts to yield the desired outputs. On the other hand, the transactional leadership-style is associated with getting the work done regardless of whether or not the subordinates actually want to do it provided there is an extrinsic reward agreed upon or the avoidance of punishment. Therefore, as long as these two concepts and their associated leadership-styles can be combined and used to complement each other rather than viewed as just separate, this quote can be agreed upon. This means that leadership should not merely be the art of getting people just to do what you want done but also it should involve the processes involved in inspiring and motivating them to actually want to do it and vice versa. When a leader is able to motivate his followers internally and externally with the appropriate rewards and charismatic approach to transforming their behavior, the leadership would tend to be more successful and well aligned to its aims and this balance therefore agrees with Eisenhower’s perspective of leadership.

Research Paper on France

Research Paper on France A number of key features and concepts affected France at the beginning of the 20th century. Some of them strengthened France as a nation, while others significantly weakened her. As it would be almost impossible to discuss all of them I will just briefly talk about those features and concepts that made the biggest mark in France. These include imperialism, militarism, nationalism, technological change and aggression and war. Most of these concepts and features were integrated, meaning that the rise of one issue led to the rise of another. For example the rise of nationalism resulted in the rise of militarism, as the French felt that they should unite in their bid to get revenge on Germany. Nationalism also resulted in imperialism as the French put their interests first and disregarded the needs of other nations. Imperialism affected France at the beginning of the century in positive and negative ways. It opened up opportunities that otherwise would never have existed, such as the building of the Suez Canal, which was to give France an advantage over Britain by providing them with a shipping route from the Mediterranean to the Red Sea. Imperialism also provided France with a new source for markets and resources. On the negative side imperialism created tensions between France and the other powers, that by the beginning of the century, were threatening peace in Europe. It created a number of disputes over land, in particular with Germany, which had joined the ‘scramble for Africa’ after France and the other powers. Militarism was also an important concept in France at the beginning of the 20th century. This was largely due to the Franco-Prussian war in 1870-71, which was the war that unified Germany and created a change in the balance of power in Europe. The war was relatively easily won by the Prussians and France was forced to pay an indemnity of $1 billion to the Prussians. This at the time was a huge sum of money. What was even more humiliating for France was that Alsace, except for Belfort, and much of Lorraine were conceded to Germany. What this did to France was create a desire for revenge. Many of their policies after the defeat were based around that desire. They became major participants in the arms race and tried to form alliances with other European powers. What this militarism did by the turn of the century was create a feeling amongst the French that they were ready to enter a war. A concept that went hand in had with militarism was nationalism. Nationalism resulted in the belief that the French nation was superior to others and that French interests should be placed above the interests of all other nations. What helped the spread of nationalism were the concepts of urbanisation and industrialisation. As a result of them the government was able to spread its propaganda more easily. Thus for the first time in history the whole of France could be united. People from all over France could hear the message of nationalism. A key feature in France at the beginning of the 20th century was the technological change and the impact it had on France’s economic, political, social and cultural circles. At this time France was experiencing healthy growth. Even after the defeat at the hands of the Germans post 1870s, France’s industrial sector was rapid improving every day with the latest technology available. France was desperate to make up for her humiliating defeat in the Franco-Prussian war and in 1889 France was host to the Universal Exhibition which was to commemorate the centennial of the French Revolution. This famous exhibition gave France a chance to show of to the rest of Europe her latest technology. The exhibition displayed France’s latest cars, aeroplanes, the invention of the escalator amongst other things, and also displayed the construction of the Eiffel Tour. Another key feature in France at this time was aggression and war. I’ve already mentioned the impact the Franco-Prussian war had in terms of militarism. France under took large scale militarism and spent large amounts of money on its defence force. She was becoming heavily industrialised and preparing for the almost inevitable war. With the recent loss of some of its colonies such as Vietnam, Frances foreign policy was becoming more aggressive, determined to keep control of the colonies it still had such as Algeria, Tunisia and Morocco in Africa and to a lesser extent Tahiti. The reason for Frances increased militarism and aggressiveness was its insecurity on its own soil. The inevitability of World War One was clear to everyone in Europe, and France saw this as the perfect chance for not only revenge but to regain respect, dignity and most of all Power. In conclusion France at the beginning of the 20th century had many more strengths than weaknesses. It was still one of the most powerful nations in the world, with an empire that stretched around the entire globe. Nationalism was high, creating a sense of unity amongst the French people and the increase in military power made France an even more formidable nation. France was also a forerunner in terms of technological advances. While nationalism was a strength, it was also a weakness in terms that it made the French feel invincible. The people were actually excited when the war started as they felt that France would win easily. So it can therefore be said that one of the few weaknesses of France at the beginning of the 20th century was her eagerness to go to war.