...quickly became the source for school materials and late night prints for last minute research papers. The company quickly grew and developed through the years to reach far beyond the average college students. With all of the business services and printing options offered it was no wonder that Kinko’s would eventually make its way into the offices of high executives in organizations across the county. Kinko’s locations began to pop up in every state offering services including small and exceptionally large prints offered in either black and white or full color. With the ability to offer computer rental and shipping, they became the office away from the office. Kinko’s takes pride in the ability to serve their customers in a timely and proficient manner. Their number one objective is to take care of their customer and they worked hard to develop relationships with each of their clients and they accomplish their goal by encouraging their staff to think outside the box in an effort to meet the customer’s needs. A.2 Three leadership practices of the primary leader within the organization a. Respect and trust for all employees Paul Orfalea, the founder of Kinko’s has a unique approach on leadership. He believes that treating every individual with the respect they deserve. When Paul would conduct...
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...having a lasting impression on others, and not only inspiring them, but making a physical difference in their lives (hopefully in a good way). To have this ability to make impressions and differences, you need communication skills. One who cannot communicate well will never be a leader. A leader must know how to speak so his ideas are understood in the correct way. The next aspect of effective leadership is the ability to make decisions to change, and not always stick to the status quo. What good are leaders who are afraid of change? Another aspect of leadership is the ability to handle failure, because this is an aspect of leadership whether we want to believe it or not. My experiences in life have greatly influenced my definition of leadership. Throughout my career and life I have had a chance to experience different leadership styles and theories exhibited by different people. I have learned to use the good and not use the bad when dealing with followers. Different people and different situations require different approaches, as well as different styles and theories. The theories I will explore in my research that has also influenced my thinking on leadership and leaders are Transformational Leadership, Leader-Member Exchange Theory, and Servant Leadership. Philosophy Transformational leadership is a leadership style that I admire and hope to use effectively when I return to work. “Transformational leaders integrate creative insight, persistence and energy...
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...Chapter 1 Ethical Reasoning: Implications for Accounting Ethics Reflection PENN STATE CHILD ABUSE SCANDAL: A CULTURE OF INDIFFERENCE What motivates an otherwise ethical person to do the wrong thing when faced with an ethical dilemma? Why did Joe Paterno and administrators at Penn State University look the other way and fail to act on irrefutable evidence that former assistant football coach Jerry Sandusky had raped and molested young boys, an offense for which Sandusky currently is serving a 30- to 60-year sentence? According to the independent report by Louis Freeh that investigated the sexual abuse, four of the most powerful people at Penn State, including president Graham Spanier, athletic director Timothy Curley, senior vice president Gary Schultz, and head football coach Joe Paterno, sheltered a child predator harming children for over a decade by concealing Sandusky’s activities from the board of trustees, the university community, and authorities. The Freeh report characterizes the inactions as lacking empathy for the victims by failing to inquire as to their safety and wellbeing. Not only that, but they exposed the first abused child to additional harm by alerting Sandusky, who was the only one who knew the child’s identity, of what assistant coach Mike McQueary saw in the shower on the night of February 9, 2001.1 McQueary testified at the June 2012 trial of Sandusky that when he was a graduate assistant, he walked into the locker room and heard sounds of slapping...
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...Mead, and James Wood Johnson set out to create Johnson & Johnson; which became one of the largest health care companies. The company started in Brunswick, New Jersey with only fourteen employees, today employs more than 110, 000 employees. J & J’s objective is to provide scientifically sound, high quality products and services to help, heal, cure disease and improve the quality of life. With their objective set high, J & J has social responsibility, sets guidelines for FrameworkS to help with creativity within the company, infuse ethics into its decision making, and strives to keep ahead of the competition in the fast paced market. The Johnson and Johnson (J & J) company has been motivated to accomplished its Credo which is its social responsibilities. J & J has been reaching out to support social and public health programs as well as medical educational initiatives around the world. Its Credo emphasizes the vision of Global responsibility toward communities in which they live in and work, its customers and global environment, employees, finally its stockholders. J & J’s community responsibility has been made by providing financial support, product donations and health care expertise through organizations. The company has developed partnerships with many organizations working to save lives and improve the well-being of people and communities. The J & J Company has initiated partnership with the following organization around the world. The Nature Conservancy in Peru has...
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...entrepreneurial success for a generation of young and ambitious business hopefuls, it’s Sir Richard Branson. Posterboy for the anti-establishment and underdog turned benchmark-of-accomplishment, his sincere smile and candid approach to business are wonderfully alluring. He also evokes an every-man quality that says, “hey, if I can do this, you can too”, and since Foundr Magazine is founded on many of the values and driving forces that Branson is famous for, we thought he would be an absolute goldmine of advice for those of us who are starting out on our own entrepreneurial journeys. He’s also a bit of a rock star of the business world, so we were a little bit star-struck by his offer to answer some of our questions in an exclusive interview. I Does the world’s greatest mentor have a mentor of his own? S omething that many people define as critical to their success is identifying great mentors. For most of us, that means finding someone who can help you develop your business and leadership skills, or coach and guide you through specific challenges. And when you’re starting out, it might seem like there is the potential for mentoring from lots of the people you meet. But what about when you’re at the top of your game – is having a great mentor still important? Branson claims that it is, but when you’re already at the top, who is it you can look to for guidance? “In the past, I’ve had some wonderful mentors. Outside my friends, family and staff [there...
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...street • Live on the edge • Nothing is Impossible CHAPTER 2: TIME CHANGES EVERYTHING 23 The journey from products to trademarks, from trademarks to brands. A quick look at why brands are running out of juice as they confront the Attention Economy CHAPTER 3: EMOTIONAL RESCUE 37 Why I believe emotional connections can transform brands. If you spend your days reviewing data, read every word of this chapter. Twice. INSIGHTS: Maurice Lévy, Publicis Groupe CHAPTER 4: ALL YOU NEED IS LOVE 49 Taking brands to the next level depends on one four-letter word: L-O-V-E. INSIGHTS: Sean Fitzpatrick, sportsman; Tim Sanders, Yahoo! CHAPTER 5: GIMME SOME RESPECT 59 Love will change the way we do business, but only if it is built on Respect. No Respect, no Love. Simple. Let’s celebrate what Respect has achieved CHAPTER 6: LOVE IS IN THE AIR 65 Okay, so how do you create Loyalty Beyond Reason? INSIGHTS: Alan Webber, Fast Company magazine CHAPTER 7: BEAUTIFUL OBSESSION 73 So what are Lovemarks? They inspire Loyalty Beyond Reason through their obsession with Mystery, Sensuality, and Intimacy. Here are our first ideas about putting them into action. INSIGHTS: Jim Stengel, Procter & Gamble CHAPTER 8: ALL I HAVE TO DO IS DREAM Understand how Mystery can transform relationships with consumers. Great stories; mythic characters; the past, present, and future together; dreams and inspiration. Be inspired by the ideas and actions of great Mystery...
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...the street • Live on the edge • Nothing is Impossible 9 11 CHAPTER 2: TIME CHANGES EVERYTHING The journey from products to trademarks, from trademarks to brands. A quick look at why brands are running out of juice as they confront the Attention Economy 23 CHAPTER 3: EMOTIONAL RESCUE Why I believe emotional connections can transform brands. If you spend your days reviewing data, read every word of this chapter. Twice. INSIGHTS: Maurice Lévy, Publicis Groupe 37 CHAPTER 4: ALL YOU NEED IS LOVE Taking brands to the next level depends on one four-letter word: L-O-V-E. INSIGHTS: Sean Fitzpatrick, sportsman; Tim Sanders, Yahoo! 49 CHAPTER 5: GIMME SOME RESPECT Love will change the way we do business, but only if it is built on Respect. No Respect, no Love. Simple. Let’s celebrate what Respect has achieved 59 CHAPTER 6: LOVE IS IN THE AIR Okay, so how do you create Loyalty Beyond Reason? INSIGHTS: Alan Webber, Fast Company magazine 65 CHAPTER 7: BEAUTIFUL OBSESSION So what are Lovemarks? They inspire Loyalty Beyond Reason through their obsession with Mystery, Sensuality, and Intimacy. Here are our first ideas about putting them into action. INSIGHTS: Jim Stengel, Procter & Gamble 73 CHAPTER 8: ALL I HAVE TO DO IS DREAM Understand how Mystery can transform relationships with consumers. Great stories; mythic characters; the past, present, and future together; dreams and inspiration. Be inspired by the ideas and actions of great Mystery makers...
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...Queen Margaret University, Edinburgh B.A International Hospitality and Tourism Management ITM-IHM, OSHIWARA, MUMBAI STRATEGIC LEADERSHIP 2013– 2014 Module code - B-3150 Module co-coordinator - Mrs Rekha miranda Matriculation Number - 13010042 | WORD COUNT - 2500 STRATEGIC LEADERSHIP Introduction of Herb Kelleher “Herbert’ Herb Dwight Kelleher is the co-founded the pioneering of south west airline. He was the chief executive officer and stepped down from his position in 2008. His leadership style has won a numerous award and the hearts and minds of many employees. Herb Kelleher was born on 12 march 1931, in Camden, New Jersey. Herb Kelleher whose father was the general manager at a Campbell’s soups factory, and herb Kelleher received his bachelors’ degree from Wesleyan and his law degree from New York University. Herb Kelleher decided to move Texas with the intent to start his own law firm after he practiced of law on the East coast. He had started the company but it was not as law firm but an aviation company. Probably he came up with the concept through one of his law firm clients Rollin King. He had started a company but it was not a law firm but an aviation company. Then he came up with the idea as one of his law firm clients Rollin King. Herb Kelleher created south west Airline with his partner...
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...300 SECRETS 1. A life is a terrible thing to waste. So easy to beat yourself up over mistakes you've made. So many amongst us live in the past rather than loving the present and building a brilliant future. First of all, no one tries to fail or mess things up. Every one of us wakes up in the morning, walks out into the world and does the best we can do based on what we know and the skills we have. But even more importantly, every so-called "mistake' is actually a rich source of learning. An opportunity to build more awareness and understanding and gain precious experience. Just maybe what we could call failures are actually growth lessons in wolf's clothing. And just maybe the person who experiences the most, wins. 2. A world-class company puts systems in place to ensure consistency of results. If you want to get something done and if you want to see consistent results, build a system around it. Celebrate the previous days wins and then rededicate to work for the mission. Systems‛ thinking builds structures into your life so that your best practices actually get integrated into your life. Systems allow you to live in a proactive rather than in a reactive way. And having a bunch of systems in place to keep you at your best doesn't mean that your life will be overly structured and full of stress Because nothing deprives a human being of happiness as much as seeing a life being wasted. 3. ABC. Always Be Connecting with everybody, everything around you. The best leaders build strong...
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...IVAN’s RULES OF MANAGEMENT A Common Sense Approach to Management Ivan Reynolds MBA Page to be used for Copyright Information I dedicate this book to Bev. My Wife, my Partner, my Companion, my Friend, my Support You have stood by me with unflinching support and sage advice. You have shared my ups and downs, victories and defeats. You have sacrificed you time and life to my career. You have been a work widow to my long hours either away at work or during the many years of night time studies. You have moved from city to city and country to country, never flinching and never complaining. I owe my career and success to you! Thank you I love you dearly! “People don’t care how much you know until...
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...subordinates has tended to either explain their behavior in the context of leaders’ development rather than followers’ or mistakenly assume that followers are amorphous, all one and the same. As a result, we hardly notice, for example, that followers who tag along mindlessly are altogether different from those who are deeply devoted. In reality, the distinctions among followers in groups and organizations are every bit as consequential as those among leaders. This is particularly true in business: In an era of flatter, networked organizations and cross-cutting teams of knowledge workers, it’s not always obvious who exactly is following (or, for that matter, who exactly is leading) and how they are going about it. Reporting relationships are shifting, and new talent-management tools and approaches are constantly emerging. A confluence of changes—cultural and technological ones in particular—have influenced what subordinates want and how they behave, especially in relation to their ostensible bosses. It’s long overdue for leaders to acknowledge the importance of understanding their followers better. In these next pages, I explore the evolving dynamic between leaders and followers and offer a new typology for determining and appreciating the differences among subordinates. These distinctions have critical implications for how...
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...TPV1 – CHAPTER 3 Management’s job is to support the vision of the company. Their role is to cut costs, increase productivity, increase revenues, and ensure that the requirements of upper management are met. Functional organizations are fairly common. These types of organizations are segmented by departments and their “functions. * In a true functional environment, all team members, including the project manager, report to their functional manager. * Project managers are sometimes simply called project coordinators or expeditors in a functional structure. A matrix organization model allows a project team to incorporate resources from around the organization regardless of which department employees may work in. * Weak matrix The functional managers have autonomy and power over the project team members. * Balanced The project manager and the functional manager have equal power and autonomy over the project team. * Strong matrix The project manager has autonomy over the project and the project team. Working in a Projectized Organization - In this structure the project manager works with complete autonomy over the project. The project team is on the project full-time and reports only to the project manager. Presenting the Project to Management * When you begin a presentation, you want to capture your audience’s attention. You want to hook them and reel them into your project idea. One of the most effective ways to do this is to start at the end. Tell your...
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...The following is an outline depicting a man I personally know by the name of Adam Neuner. I will express the reason for choosing my subject, and many different aspects of his life. My subject is a 30-year-old male that is in a roller coaster ride relationship, while all the while appears to need acceptance in everything he does. Adam is a very likeable person and the mission is for you, the reader, to understand Adam in a way most would only love to be able to accomplish. Case study of Adam Neuner I chose to perform a case study on my husband Adam Neuner. I believe while studying him I may very well learn things about him that maybe I yet still do not know about him. Adam is a 30-year-old male in great health. Adam is a very likeable person and extremely easy to get along with. Adam did not come from an abusive household so for him to be abusive really confuses many people. Adam comes from a family where the core belief is all about family. When it comes to Adam’s upbringing, there were not a whole lot of things he could remember that were to have a negative impact on him today. Adam was had an athletic youth, parents always provided him with insight to life and the circumstances it may cause due to bad decision making. Adam had a lot of structure and in his eyes; he believed that his parents validated any emotion of feeling that arose. Adam also was instructed by his parents to overcome obstacles and get a positive result. Adam did however...
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...Marketing Plan of a New Product ZAP Submitted to: Mahamud zubaer Assistant professor Department of Business Administration Submitted by: Jony Khan | 2010-3-10-113 | Istiak Uddin Ahmed | 2010-3-10-197 | Ashib Mahmud | 2010-3-10-114 | Md. Hasan Imam | 2011-1-10-312 | MD. Rifat Rahman | 2011-1-10-052 | Mohammad Omar Faruk | 2011-1-10-194 | Department of Business Administration Company Name: Jihar Food & Beverage Ltd. Date of Submission: 2 April, 2012. East West University Letter of Transmittal Date: Mahamud zubaer Assistant professor Department of Business Administration, East West University, 43, Mohakhali, Dhaka. Subject: Submission of Marketing Plan of a New Product (ZAP) Dear Sir, We are very pleased to submit this report, which has been prepared for the requirement of the course MKT-201. We prepared this report with pleasure and enthusiasm since this research paper augmented our knowledge about the consumer perception of e-advertising. We have tried our level best to complete this report properly within all the constraints. We concentrated on areas that we believed would be the most relevant to make the report coherent as well as possible. It was a great pleasure for working on this report to learn some real life lessons and firsthand knowledge. We would be glad to furnish you with any clarifications, if required. Sincerely, Jony Khan; ID: 2010-3-10-113. Md. Hasan Imam; ID:...
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...John Maxwell The 360-Degree Leader: Developing Your Influence from Anywhere in the Organization (Thomas Nelson, 2005) Summarised by George Wells This summary was written as a weekly email to the staff in George’s Department. The “Some things to think about” sections are by George and were geared for the staff in their context. In this book, Maxwell deals with an important topic: not everyone is called to be the top leader in an organisation, and so we need to learn to lead from "the middle". The idea of 360-Degree Leadership is that we should be able to "lead up", influencing our leaders, "lead across", influencing our peers, and "lead down", influencing those lower down the organisational hierarchy. As usual, Maxwell gets his points across with a series of fairly brief, pithy chapters dealing with various practical issues. He introduces the first section, which deals with myths about leadership, by reflecting on the sorts of people we instinctively think of when we think of "a leader": William Wallace, Winston Churchill, Mahatma Gandhi, etc. He points out that this is misleading as "99% of all leadership occurs not from the top but from the middle of an organization". Taking this further, all of us can lead effectively, even if we're not the Vice Chancellor or the CEO. He notes that many people are good in one direction (e.g. they have influence with their boss, but alienate the people who report to them, or are great with their team, but do no get along...
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