Crime and Punishment in Elizabethan England - 788 Words

During the Elizabethan Era, crime and punishment was a brutal source of punishments towards criminals. The term â€Å"crime and punishment† was a series of punishments and penalties the government gave towards the people who broke the laws. In William Harrison’s article â€Å"Crime and Punishment in Elizabethan England†, says that â€Å"the concept of incarcerating a person as punishment for a crime was a relatively novel at the time† (1). This seemed reasonable at the time, because back then they didn’t sentence life in prison to criminals, so the only way for the government to issue out punishments for criminals was abuse, or murder. During the renaissance, the most common punishable crimes were â€Å"theft, cut purses, begging, poaching, adultery, debtors,†¦show more content†¦5). The lethal punishments criminals took during this time seem unbearable to the punishments that are issued today, because it seems as almost people tried think ing of the most horrific ways to kill criminals. These people that decided on the types on punishment were â€Å"dealt by Justice of Peace† (Crime and Punishment in Elizabethan England, par.2). The Judicial system often gave a swift and brutal decision, meaning it came fast and the punishment was awful. The Judicial System seemed to be unfair to the criminals, because they say there were brutal, and often didn’t care what punishment they gave. There were many reasons why the Judicial System used these punishments. These punishments were used to â€Å"punish a person for his crimes, intimidate him and the group to which he belongs, gather information, and/or obtain a confession† (Different Kinds of Elizabethan Era Torture, par. 3). This was smart, because it seemed to make since, and seem logical to send a message to other criminals that justice will be served. These punishments criminals received prevented further crimes in the future. During the Elizabethan Era , â€Å"torture was regularly practiced and as a result, the people were tamed and afraid and crimes were low in number† (Different Kinds of Elizabethan Era Torture, par. 11). The phrase â€Å"crime and punishment† means something different today. It is said that â€Å"capital punishment was completely done away with after 1965† (Capital Punishment in Modern British Law andShow MoreRelatedElizabethan Crime And Punishment Of The Elizabethan Era1363 Words   |  6 PagesElizabethan Crime and Punishment On a normal day during the Elizabethan Era you would pass the town square to find someone screaming bloody murder and begging for mercy. There were public executions that many people took a day off of their jobs to go see. Torture devices were a big part of Elizabethan Crime and Punishment. There was a specific punishment for everything from begging to high treason. 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To begin, the Elizabethan Age had many extremelyRead MoreThe Life of William Shakespeare669 Words   |  3 Pagesa theme that has been unquestionably displayed in Shakespeare’s play Hamlet along with multiple other themes. Claudius had secretly sent orders for the death of Hamlet upon his arrival to England. In Claudius’ speech to Queen Gertrude he pursues to convince her that Hamlet deserves such violent punishments due to his actions. Throughout his speech the audience is completely aware that this is a set up done by Claudius himself. This speech builds a feeling of distance and mistrust between the audienceRead MoreRenaissance Anatomy And Dissection825 Words   |  4 PagesUnfortunately, these men would even resort to murder to provide cadavers. After King Henry VIII separated from the Roman Catholic Church, many saw this as an opportunity to act as they pleased, causing an increase in crime. A majority of people during this time did not support human dissection. England prohibited human dissection until the 16th century, which was likely due to heavy catholic influence (Ghosh). They found grave robbing, or â€Å"resurrecting† a body, disgusting. Resurrecting a Christian body wasRead MoreDeath Penalty : The Penalty1475 Words   |  6 Pages DEATH PENALTY BY TURKI ARUGI 6/15/2015 ELS LANGUAGE CENER Death Penalty When someone hears about death penalty the first thing that comes up to the mind is murder, robbery, treachery but not every crime is punishable by death penalty. It is indeed a punishment for severe crimes which are not forgivable or can be done in a prison. Sometimes death penalty is the only option left for the government or it may be too dangerous to let the person to stay alive. Death penalty is one of the mostRead MoreEssay about Elizabethan England2559 Words   |  11 PagesBloody Painful: Crime and Punishment in Elizabethan England This article’s purpose is to express the danger of breaking the law in England. Most of the punishments of our time are deemed cruel and unusual. The death penalty can no longer be enacted in cases of theft or highway robbery. The following paragraphs will describe the various instruments of punishment (torture) of the period. One out of the ordinary punishment of this era is the drunkards cloak. It is a punishment for public drunkenness;Read MoreEssay on The Punishments of the Medieval era1244 Words   |  5 PagesThe Punishments of the Medieval Era When Shakespeare was born in 1564, Queen Elizabeth had taken power a mere 6 years prior, and her justice system was very different from ours. In this paper, I hope to explore some of the ways punishments were different, such as how many crimes had individual punishments, often times depending on how severe the crime was. I will also go in-depth to one of the most infamous cases of the medieval period. Imprisonment was very rare. If you were in jailRead MoreOthello, By William Shakespeare Essay1659 Words   |  7 Pagesall the evil deeds from ever happening. Edward Berry, in his more contemporary essay titled Othello’s Alienation, offers a much more unique perspective on the characterisation and race of Othello. He agrees that Shakespeare invokes the negative Elizabethan stereotypes of Africans in the â€Å"Moor† to discredit them, but does not fully transcend them, for these stereotypes â€Å"pervade the atmosphere of Venetian society†, affecting not only Othello’s relationships with other characters but eventually secure

Rhetorical Analysis Of Abraham Lincoln s Second Inaugural...

Tiana Lanier Professor Lara Chapman Rhetorical Communication: A Theory of Civil Discourse July 7th, 2015 Rhetorical Discourse in Two Distinct Pieces of Work; Abraham Lincoln’s Second Inaugural Address Emily Dickinson’s Success is Counted Sweetest Rhetoric is often denoted to as the art of persuasion. A set of linguistic traits and semantics used to evoke emotional responses from its intended audience, opening the floor for unanticipated influence by said audience. It would be an atrocity to ignore the efforts behind this simple yet powerful manipulation. This is referred to as rhetorical discourse. Essentially, there are six characteristics of rhetorical discourse, these characteristics being; rhetoric is planned, adapted to an audience, shaped by human motives, responsive to a situation, seeks persuasion, and is concerned with contingent issues (Herrick 8). Further, each of the characteristics lends itself to support the social functions of rhetoric; testing ideas, assisting advocacy, distributing power, unearthing facts, shaping knowledge, and building communities (Herr ick 15). It is with these sentiments in which one compares the rhetorical discourse used in both former President Abraham Lincoln’s Second Inaugural address, and Emily Dickinson’s Success is Counted Sweetest. Here the characteristics of rhetorical discourse will be used as a guide for the differences in these two pieces of work. Though both are essentially about the civil war, they share great

Single parent free essay sample

Single parent BY DaGarner93 Bryan Lochner College Writing II 9/10/13 In the United States there are 25 million children without their father (Horn). These are some sad statistics. It is important for families to spend as much time as they can to their children and the best way for that to happen is that you need to be married that is Horns belief. Then there are people like Edin and Kefalas who bring out human element to single parents. When you bring more of a human element to a reader you tend to have more people towards your side. They may not have had all tatistics for this argument but, the ethos and pathos were well written. The America we live in today has single parents 1 in 3. Single parents for the most part do not want to be single parents they would like to have another parent in the house in order to help their kids to grow up to be fine adults. We will write a custom essay sample on Single parent or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Their where stories from Jen talking about Rick not denying the paternity but, she did also mention that Rick was criminal since he was in an out of Juvenile hall. Jen also admits if you do have a kid sooner it tends to make things harder since the kids needs go before you own. When you feel like that your in love with someone people want to have kids for the most part. When a boyfriend makes all these actions to a girl that loves him the girlfriend wants to follow through. It was quite unfortunate it did not work out the way she wanted but that is not an uncommon theme when 40% + of marriages end in divorce. Although there were not as many statistics used they used someone elses story to bring perspective to the whole situation. Jen by no stretch of the imagination was well off in her situation she suffers like any other person that likes anyone else in hose impoverish conditions. She showed how having her son helped her it gave her feel had given a sense of purpose since the rest of society has shunned her for doing something that was socially unacceptable. Although Jen would like to get married she does not want to Just marry someone Just to have financial security she wants to be with someone that she would love. It is also impressive that Jen would continue to try to educate herself in order to improve her situation she does not want to rely on Ricks child support income. There is a goal in mind is to have a Job in computers and she knows how to educate herself to reach the goal. Most stories do not end up like Jen the author will be the first to admit that. The biggest problem is that people tend to complain about the problem instead of finding solutions for these issues. The author does a great Job showing that Jen is a hard worker that will do a lot for her son work 60 hours a week getting her GED so she could go to college to get a better Job. Jen is all about being a straight honest person that does not sugar coat facts. She has ood highs with her situation she has also had real lows too. A real way can fix this problem realistically is by empowering these kids by helping them to get an education so they can live Just a little more comfortably. Single parents in America is not horrible thing with so many marriages ending in divorce anyways we need to adjust life to these new norms. There being 25 million kids without a father we can single parents out is by empowering them by helping them achieve higher education in order for them to make more money and help Lessing the effects of impoverish conditions.

Managerial Decision Making Essay Example

Managerial Decision Making Essay The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission. John McDonald TOPIC OUTLINE * Characteristics of Managerial Decisions * The Stages of Decision Making * The Best Decision * Barriers to Effective Decision Making * Decision Making in Groups * Managing Group Decision Making * Organizational Decision Making * Techniques in Decision Making ADDITIONAL TOPICS * Planning for Decision Making Decision Levels * Some Techniques in Decision Making CHARACTERISTICS OF MANAGERIAL DECISIONS Managers face problems constantly. Some problems that require a decision a relatively simple; others seem overwhelming. Some demand immediate action, while others take months or even years to unfold. Actually managers often ignore problems. For several reasons, they avoid taking action. First, managers can’t be sure how much time, energy, or trouble lies ahead once they start working on a problem. Second, getting involved is risky; tackling a problem but failing to solve it successfully can hurt a manager’s track record. Third, because problems can be so perplexing, it is easier to procrastinate or to get busy with less demanding activities. It is important to understand why decision making can be so challenging, there are several characteristics of managerial decisions that contribute to their difficulty and pressure. Most managerial decisions lack structure and entail risk, uncertainty, and conflict. . Lack of Structure * programmed decisions decisions encountered and made in the past * have objectively correct answers * are solvable by using simple rules, policies, or numerical computations * nonprogrammed decisions new, novel, complex decisions having no proven answers * a variety of solutions exist, all of which have merits and drawbacks * demand creative responses, intuition, and tolerance for ambiguity 2. Uncertainty and Risk certainty have sufficient informat ion to predict precisely the consequences of one’s actions * uncertainty have insufficient information to know the consequences of different actions * cannot estimate the likelihood of various consequences of their actions * risk available information permits estimation of the likelihood of various consequences * probability of an action being successful is less than 100 percent * good managers prefer to avoid or manage risk 3. Conflict opposing pressures from different sources * occurs at two levels * psychological conflict individual decision makers: * perceive several attractive options * perceive no attractive options * conflict between individuals or groups STAGES IN DECISION MAKING Faced with these challenges, how can you make good decisions? The ideal decision-making process moves through six stages. At companies that have institutionalized the process, these stages are intended to answer the following question: What do we want to change? We will write a custom essay sample on Managerial Decision Making specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managerial Decision Making specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managerial Decision Making specifically for you FOR ONLY $16.38 $13.9/page Hire Writer What’s preventing us from reaching the â€Å"desired state†? How could we make the change? What’s the best way to do it? Are we following the plan? and How well did it work out? More formally, decision makers should (1) identify and diagnose the problem, (2) generate alternative solutions, (3) evaluate alternatives, (4) make the choice, (5) implement the decision, and (6) evaluate the decision. 1. Identifying and Diagnosing the Problem * recognize that a problem exists and must be solved problem discrepancy between current state and past performance, current performance of other organizations, or future expected performance * decision maker must want to resolve the problem and have the resources to do so 1. Generating Alternative Solutions * ready-made solutions ideas that have been tried before * may follow the advice of others who have faced similar problem * custom-made solutions combining new ideas into creative solutions 2. Evaluating Alternatives determi ning the value or adequacy of the alternatives * there are potentially more alternatives available than managers may realize * predict the consequences that will occur if the various options are put into effect * success or failure of the decision will affect the track record of the decision maker * contingency plans alternative courses of action that can be implemented based on how the future unfolds * required to prepare for different scenarios 3. Making the Choice * maximize a decision realizing the best possible outcome * reatest positive consequences and fewest negative consequences * greatest benefit at the lowest cost and the largest expected total return * satisfice choose an option that is acceptable although not necessarily the best or perfect * compare the choice with the goal, not against other options * search for alternatives ends when an okay solution is found * optimizing achieving the best possible balance among several goals 4. Implementing the Decision * those who implement the decision must: * understand the choice and why it was made be committed to its successful implementation * can’t assume that things will go smoothly during implementation * identify potential problems * identify potential opportunities 5. Evaluating the Decision * collecting information on how well the decision is working * if decision appears inappropriate, the process cycles back to the first stage Steps in Implementation Plan 1. Determine how things will look when the decision is fully operational. 2. Order the steps necessary to achieve a fully operational decision. 3. List the resources and activities required to implement each step. . Estimate the time needed for each step. 5. Assign responsibility for each step to specific individuals. THE BEST DECISION How can managers tell whether they have made the best decision? One approach is to wait until the results are in. But what if the decision has been made but not yet implemented. * nothing can guarante e a â€Å"best† decision * must be confident that the procedures used are likely to produce the best decision given the circumstances * vigilance decision maker carefully and conscientiously executes all stages of decision making Even if the managers reflect on these decision making activities and conclude that they were executed conscientiously, they still no know whether the decision will work; after all, nothing guarantees a good outcome. But they will know that they did their best to make the best possible decision. BARRIERS TO EFFECTIVE DECISION MAKING Vigilance and full execution of six-stage decision-making process are the exception rather than the rule in managerial decision making. But research shows that when managers use such rational processes, better decision results. Managers who make sure they engage in these processes are more effective. Why don’t people automatically invoke such rational processes? It is easy to neglect or improperly execute these processes. The problem may be improperly defined, or goals misidentified. Not enough solutions may be generated, or they may be evaluated incompletely. A satisficing rather than maximizing choice may be made. Implementation may be poorly planned or executed, or monitoring may be inadequate or nonexistent. And decisions are influenced by subjective psychological biases, time pressures, and social realities. . Psychological Biases * biases that interfere with objective rationality * illusion of control a belief that one can influence events even when one has no control over what will happen * framing effects how problems or decision alternatives are phrased or perceived * subjective influences can override objective facts * discount the future weigh short-term costs and benefits more heavily than longer-term costs and benefits * the avoidance of short-term costs or the seeking of short-term rewards may result in negative long-term consequences . Time Pressures * today’s economy places a premium on acting quickly and keeping pace * in order to make timely and high-quality decisions one must: * focus on real-time information * involve people more effectively and efficiently * rely on trusted experts * take a realistic view of conflict 2. Social Realities * many decisions result from intensive social interactions, bargaining, and politicking DECISION MAKING IN GROUPS Sometimes a manager finds it necessary to convene a group of people for the purpose of making an important decision. Some advise that in today’s complex business environment, significant problems should always be tackled by teams. Managers therefore must understand how groups and teams operate and how to use them to improve decision making. The basic philosophy behind using a group to make decisions is captured by the adage â€Å"two heads are better than one†. Potentially, if enough time is available, groups usually make higher-quality decisions than most individuals acting alone. However, groups often are inferior to the best individual. How well the group performs depends on how effectively it capitalizes on potential advantages and minimizes the potential problems of using a group. * Potential Advantages 1. Larger pool of information 2. More perspectives and approaches 3. Intellectual stimulation 4. People understand the decision 5. People are committed to the decision * Potential Disadvantages 1. One person dominates 2. Satisficing 3. Groupthink team spirit discourages disagreement 4. Goal displacement – new goals replace original goals MANAGING GROUP DECISION MAKING 1. Leadership Style * leader should attempt to minimize process-related problems * leader should: * avoid dominating the discussion * encourage less vocal members to express themselves * mitigate pressures for conformity * stay alert to groupthink and satisficing * prevent group from losing sight of the primary objective 1. Constructive Conflict a certain amount of constructive conflict should exist * cognitive conflict issue-based differences in perspectives or judgments * most constructive type of conflict * can air legitimate differences of opinion and develop better ideas * affective conflict emotional disagreement directed toward other people that is likely to be destructive * devil’s advocate has the job of criticizing others * dialectic structured debate comparing two conflicting courses of action 2. Encouraging Creativity * creativity involves: * creation bringing a new thing into being * synthesis joining two previously unrelated things * modification improving something or giving it new application * to become creative one must: * recognize creative potential in little opportunities * obtain sufficient resources * escape from work once in awhile and read widely * brainstorming group generates ideas about a problem * criticism is withheld until all ideas have been proposed ORGANIZATIONAL DECISION MAKING Individuals and groups make decisions constantly, throughout the organizations. To understand decision making in organizations, a manager must consider a number of additional concepts and processes including (1) the constraints decision makers face, (2) organizational decision processes, (3) negotiations and politics, (4) decision making during a crisis, and (5) emergent strategies. 1. Constraints on Decision Makers organizations cannot do whatever they wish * face various constraints on their actions 2. Models of Organizational Decision Processes * bounded rationality decision makers cannot be truly rational because: * they have imperfect, incomplete information about alternatives * the problems they face are so complex * human beings cannot process all the information to which they are exposed * time is limited people in the organization have conflicting goals * incremental model major decisions arise through a series of smaller decisions * piecemea l approach to larger solutions * coalitional model groups with differing preferences use power and negotiation to influence decisions * used when people disagree about goals or compete for resources * garbage can model a chaotic process leading to seemingly random decisions * occurs when people are unsure of their goals and what should be done 3. Negotiations and Politics * negotiations necessary to galvanize the preferences of competing groups and individuals * organizational politics people try to influence decisions to promote their own interests * use power to pursue hidden agendas * create common goals helps to make decision making a collaborative rather than a competitive process 4. Decision Making in a Crisis * stress and time constraints make decisions less effective * should be prepared for crises in advance 5. Emergent Strategies the strategy that evolves from all the activities engaged in by people throughout the organization * result from dynamic processes in which people engage in discovery, implement decisions, and reconsider the initial decision after discovering new things by chance * emergent strategies may start at any organizational level * emergent strategies are generally the result of constructive processes PLANNING FOR DECISION MAKING While decision making without planning is fairly common, it is ofte n not pretty. The terms used to describe it crisis management, putting out fires, seat-of-the-pants governing all reveal the inelegance and awkwardness of this way of life. Planning allows decisions to be made in a much more comfortable and intelligent way. Planning even makes decisions easier by providing guidelines and goals for the decision. We might even say that planning is a type of decision simplification technique. Decision makers will find four major benefits to planning: 1. Planning allows the establishment of independent goals. The vision which will shape the decisions is set apart from surrounding events. Decisions are not made only as reactions to external stimuli. Management by fire fighting is replaced by a conscious and directed series of choices. Managers now steer the organization, individuals now steer their lives, rather than being steered by external forces. Sometimes the difference between planning and not planning is described as proactive (taking control of the situation) versus reactive (responding to stimuli). 2. Planning provides a standard of measurement. A plan provides something to measure against, so that you can discover whether or not you are achieving or heading toward your goals. As the proverb says, â€Å"If you dont know where youre going, it doesnt matter which way you go†. 3. Planning converts values to action. When you are faced with a decision, you can consult your plan and determine which decision will help advance your plan best. Decisions made under the guidance of planning can work together in a coherent way to advance company or individual goals. Planning is useful in emergency situations, too. When a crisis arises, a little thought about the overall plan will help determine which decision to make that will not only help resolve the crisis but will also help advance the overall plan. Without a plan, crises are dealt with haphazardly and decisions are made which may ultimately be in conflict with each other. 4. Planning allows limited resources to be committed in an orderly way. Budgets, time, effort, manpower all are limited. Their best use can be made when a plan governs their use. A simple example would be planning to buy a house or a car. Rather than having to decide between buying the item right now with all cash or never having it, you can plan to buy it over several years by making payments. Or, you might combine this plan with the plan to buy a smaller house and add rooms later as they could be afforded. By planning you can thus accomplish things that might otherwise look impossible. DECISION LEVELS We all recognize that some decisions are more important than others, whether in their immediate impact or long term significance. As a means of understanding the significance of a decision so that we can know how much time and resources to spend on it, three levels of decision have been identified: 1. Strategic. Strategic decisions are the highest level. Here a decision concerns general direction, long term goals, philosophies and values. These decisions are the least structured and most imaginative; they are the most risky and of the most uncertain outcome, partly because they reach so far into the future and partly because they are of such importance. For example: Decisions about what to do with your life, what to learn, or what methods to use to gain knowledge (travel, work, and school) would be strategic. Whether to produce a low priced product and gain market share or produce a high priced product for a niche market would be a strategic decision. . Tactical. Tactical decisions support strategic decisions. They tend to be medium range, medium significance, with moderate consequences. For example: If your strategic decision were to become a forest ranger, a tactical decision would include where to go to school and what books to read. Or if your company decided to produce a low priced product, a tactical decision might be to build a new factory to produce them at a low manufacturing cost. 3. Operational. These are every day decisions, used to support tactical decisions. They are often made with little thought and are structured. Their impact is immediate, short term, short range, and usually low cost. The consequences of a bad operational decision will be minimal, although a  series  of bad or sloppy operational decisions can cause harm. Operational decisions can be preprogrammed, pre-made, or set out clearly in policy manuals. For example: If your tactical decision is to read some books on forestry, your operational decision would involve where to shop for the books. You might have a personal policy of shopping for books at a certain store or two. Thus, the operational decision is highly structured: Whenever books are needed, look at Joes Books. An important comment should be made here. Issues should be examined and decisions should be made at all of these levels. If you discover that nearly all of your thinking and decision making is taking place at the operational level, then you are probably not doing enough strategic thinking and planning. As a result you will lead a reactive life, responding only to the forces around you and never getting control of your life, your direction or your goals. SOME TECHNIQUES IN DECISION MAKING This is a list of easy, practical techniques that can be applied to simple or complex decisions. They share the assumption that circumspect analysis is the key to making good decisions. Many decisions are made with too little information and too little thought, in a non-deliberate way. Think about it for a moment: how many people do you know who commonly spend even five minutes structuring and analyzing a decision? Note how these techniques provide a visible, structured, orderly set of factors involved in a decision, so that the decision maker can consider them in a thoughtful and coherent way. The first three techniques are especially for whether-type decisions, those involving yes/no, either/or, or two-possibility decisions. 1. T-Chart. A T-Chart is an orderly, graphic representation of alternative features or points involved in a decision. In one form, it can be a list of positive and negative attributes surrounding a particular choice. Drawing up such a chart insures that both the positive and negative aspects of each direction or decision will be taken into account. For example, what are the pros and cons of deciding to buy a sport utility vehicle? PRO| CON| better visibility| higher insurance| safer structure| poorer gas mileage| can take off road| more expensive maintenance| In another form, two possible choices are listed, with the good points or arguments or effects listed for each. Suppose your company is trying to decide whether to create its own advertising or hire an agency. Use Outside Agency| Write Ads In-House| professional work| faster product| expertise of ideas| better knowledge of product| media connections| use same ad in flyers| To fill out this latter form, more than two choices can be included, and a list of negatives for each choice can be added as well. 2. PMI. Edward de Bono refines the T-Chart idea into a three part structure, which he calls PMI for plus, minus, and interesting. Here you first list all the plus or good points of the idea, then all the minus or bad points, and finally all the interesting pointsconsequences, areas of curiosity or uncertainty, or attributes that you simply dont care to view as either good or bad at this point (consequences that some people might view as good and others might view as bad, for example). The interesting category also allows exploration of the idea or choice outside the context of judgmentyou dont have to evaluate the attribute into a positive or negative category. As simple as this technique seems to be, and as often as others will tell you, Well, of course, everyone does that all the time, this is a very powerful but much neglected technique. Most people believe they list the pluses and minuses of a decision before making it, but in actual practice, many people make a decision or form an opinion  before  they consider the evidence in an orderly way. Only after they make a decision do they hunt around for reasons to support it. Considering the evidence on both (or all) sides before you commit yourself emotionally and psychologically to a position will have a major impact on the quality of your decision making. For example, suppose you are on a jury and must decide the guilt or innocence of the accused (or to hold for the plaintiff or defendant in a civil trial, if you prefer). What happens on most juries is that after the members meet in the room and choose a foreman, a preliminary vote is taken. Lets find out where we all stand now, the foreman might say. Unfortunately, beginning a decision making session this way creates more problems than it solves. Before the jurors have had time to think over the issues or to discuss them to clarify the facts, they are asked to give their opinions. Giving an opinion is, in our society, accompanied by an ego investment, because we do not like to be wrong. As a result, each juror becomes emotionally committed to his first opinion and will very often proceed to look for arguments and facts that support this opinion (and hence defend his ego), rather than listen thoughtfully to the facts and decide the case on its merits. If, on the other hand, the foreman said, Instead of a preliminary vote on the case, lets work together to draw up a list, first of all the evidence that would argue for the defendants guilt, then all the evidence that would argue for his innocence. And as we make the lists, we can also write down facts that are interesting but that dont necessarily argue either for guilt or innocence. Now all the jurors will work together, have the opportunity to ask questions and resolve doubts, consider evidence they might not otherwise have remembered, and can change their minds back and forth as many times as they want, all without a threat to their egos or their need to be correct. Notice that the PMI technique turns the jurors into collaborators, working together, instead of competitive debaters arguing for victory (rather than truth). As another example, suppose that you are on the board of a missionary and relief organization and your group has decided to improve the roads in a small South American village. You as chairman must present the alternatives, which are that you have enough gravel either to pave half the roads completely or to fix the worst spots and holes in all the roads. If you stand up and say, Well thats it; what do you think? youll get the usual off-the-cuff first impression opinions, backed up later by whatever arguments those who have committed to them can dredge up. But suppose you say, Lets make two PMI lists, first one of all the good and bad points for paving half the roads completely, and then one for the good and bad of fixing the worst problems on all the roads. Then we will have all the ideas and reasons before us when we make a decision. This way, you will be pooling your ideas and working together without the threat of being wrong or the need to defend your first opinion. Yes, this simple technique of deliberate pro and con identification is extremely powerful and extremely neglected. Get into the habit of using it and youll see your decision making quality improve remarkably. . Buridens Ass. This method of decision making is used when two or more equally attractive alternatives are faced. (From an old fable of an ass placed between two equally nice bales of hay. The ass couldnt decide which bale to turn to because they were both so attractive, and so it starved to death from indecision. ) The method is simply to list all the negative points or drawbacks about each decision. That is, when two or more alternatives seem very desirable, we become blinded to any drawbacks. The Buridens Ass method simply focuses on the drawbacks. For example, suppose you are a young lady bout to become engaged. Mr. Right asks you, Darling, would you rather have a $4,000 diamond engagement ring or $4,000 worth of furniture for our new Swiss chalet? You find these to be both very attractive alternatives, so you decide to use the Buridens Ass method to decide between them. What are the drawbacks of the ring? It might get stolen or lost; it isnt useful like furniture; people might think you married Mr. Right for his money (or that he had to buy your consent with a big rock); it might make your friends feel bad because they have little rings; you might worry about damaging it. And so on. Now, what are the drawbacks of the furniture? It will wear out eventually and be gone, while the ring should last a lifetime; you might worry about staining or damaging the furniture; furniture isnt romantic like diamonds; and so on. The last two techniques are especially useful for which-type of decisions: those involving several alternatives and several criteria. 4. Measured Criteria. With this technique, you list the criteria you want your decision to meet and assign points to each criterion based on its relative importance in the decision. Then, each alternative is given a certain number of points according to how fully it meets the criterion. For points you can use a scale of 1 to 10, 1 to 100, or any other range that makes sense to you. In the example, travelling by train is rated at 25 out of 30 points for the comfort criterion, while the plane is ranked a little less comfortable, at 21 out of 30. Once all the alternatives have been assigned their due points for each criterion, all the points for each alternative are added up and the alternative with the highest total points is the one chosen. In the example below, that would be the plane. Possible Points| Train| Plane| Car| Comfort| 30| 25| 21| 18| Speed| 15| 7| 15| 3| Safety| 20| 13| 17| 9| Food| 10| 6| 2| 10| Total| 75| 51| 55| 40| Example: 5. Decision Matrix or Weighted Decision Table. This is a slightly more sophisticated version of the measured criteria technique. Here a table is set up with each criterion given a weight depending on its importance in the deci sion and with each alternative given a ranking for that criterion. For example, suppose you want to decide on which class to take next semester, and you have the following alternatives: * Behavior Disorders * Personal Finance * Screenwriting Beginning Acting You set up a decision matrix with the alternatives across the top and with the criteria you want a class to meet listed down the side. Each criterion is also given a weight to show its relative importance. In this example below, note that personal interest is weighted with a 9, a very high weight, while good hour is weighted with a 3, a low weight. Taking a class at a good hour is important to you (because you named it as one of the criteria), but personal interest is three times as important. Now each alternative is ranked according to how well it meets the named criterion in each case. In our example below, we have decided to use higher numbers to represent better or more important, so the most personally interesting class according to the ranking below, is Personal Finance. After ranking all the alternatives, the total points are added up, and the one with the largest total is the alternative chosen. Instead of ranking the alternatives from one to the total number of alternatives as we did above (1-4 because of 4 alternatives), you can use relative ranking numbers, where, say 10 would be the best possible and 1 would be very poor. There are two advantages to this latter method. One is that very low and very high rankings can be moved aparta ranking of 1 out of 10 is much lower than 1 out of 6. The second advantage is that two alternatives can be given the same ranking in points. Thus, the absolute scale, whether 1 to 10 or 1 to 100, gives more flexibility than the 1-out-of-number-of-alternatives scale, above.

ADVERTISING STRATEGY OF BHARTI TELEVENTURES LTD

ADVERTISING STRATEGY OF BHARTI TELEVENTURES LTD Free Online Research Papers This report on Airtel not just give description about the company but it also talks about the various advertising strategy adopted by the company. SWOT analysis of Airtel helps to find out the weak points of the company and to find out the way to overcome this problem. We are in the era of entertainment through mobile handsets. Downloading a ring tone watching your favorite movie of tracking cricket score the list of activity that you can do using your cell phone is endless. To supplement stagnant voice revenues cellular operator are now turning to VAS to boost revenues in both data and value added voice service. Airtel has deep rooted presence in the Indian telecom sector through there wide product offerings and excellent distribution network In this report I have tried to analyze the present scenario of Indian telecom sector the real aim of the project is to study the effectiveness and response towards advertisement provided by Airtel but many sub objectives are also included under this project so as to make it comprehensive one. I complement this with the internal study of the companies – history , vision business areas etc to analyze how well poised the company are to complete or rather just exist in this market that is proving itself to be the most competitive in post liberalization Indian economy. CHAPTER-II INTRODUCTION INTRODUCTION Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agricultural products exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management. Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU’s) Mobile Services, Airtel Telemedia Services Enterprise Services. The mobile business provides mobile fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband telephone services in 94 cities. The Enterprise services provide end-to-end telecom solutions to corporate customers and national international long distance services to carriers. All these services are provided under the Airtel brand. Business Divisions Mobile : Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest mobile service provider in the country, based on the number of customers. Internet: The group offers high speed broadband internet with a best in class network. With Landline services in 94 cities we help you stay in touch with your friends family and the world. Data connectivity : The group focuses on delivering telecommunications services as an integrated offering including mobile, broadband telephone, national and international long distance and data connectivity services to corporate, small and medium scale enterprises. Fiber cables : The Company compliments its mobile and broadband telephone services with national and international long distance services. It has over 35,016 route kilometers of optic fibre on its national long distance network. For international connectivity to east, it has a submarine cable landing station at. For international connectivity to the west, the Company is a member of the South East Asia-Middle East-Western Europe – 4 (SEA-ME-WE-4) consortium along with 15 other global telecom operators. Mobile Prepaid : Enter the world of limitless possibilities with Airtel Prepaid. The service that helps you give, words to every feeling, an expression to every emotion. Postpaid : Life becomes much simpler with your Airtel Postpaid. It gives you the unlimited freedom to reach out to people in your special way. HISTORY Bharti Airtel is one of Indias leading private sector providers of telecommunications services based on an aggregate of 71,777,448 customers as on June 30, 2008, consisting of 69,383,716 GSM mobile and 2,393,732 Bharti Telemedia subscribers. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU’s) mobile services, telemedia services (ATS) enterprise services. The mobile services group provides GSM mobile services across India in 23 telecom circles, while the ATS business group provides broadband telephone services in 94 cities. The enterprise services group has two sub-units carriers (long distance services) and services to corporates. All these services are provided under the Airtel brand. Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE). CHAPTER-III COMPANY PROFILE Fact sheet Name Bharti Airtel Limited. Business Description Provides mobile, telemedia services (fixed line) and enterprise services (carriers services to corporates) Established July 07, 1995, as a Public Limited Company Proportionate Revenue Rs. 270,122 million (year ended March 31, 2008-Audited) Rs. 184,202 million (year ended March 31, 2007-Audited) As per Indian GAAP Accounts Proportionate EBITDA Rs. 114,018 million (year ended March 31, 2008 Audited) Rs. 74,407 million (year ended March 31, 2007 Audited) As per Indian GAAP Accounts Shares in Issue 1,898,020,804 as at June 30, 2008 Listings The Stock Exchange, Mumbai (BSE) The National Stock Exchange of India Limited (NSE) Market Capitalisation Market Capitalisation (as on September 18, 2008) Approx. Rs. 1,443 billion Closing BSE share price = Rs. 760.35 Customer Base 69,383,716 GSM mobile and 2,393,732 telemedia customers (Status as at month ended June 30, 2008) Operational Network Provides GSM mobile services in all the 23 telecom circles in India, and was the first private operator . Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Bharti Tele-Ventures is Indias leading private sector provider of telecommunications services based on a strong customer base consisting of approximately 9.03 million total customers which constitute, approximately 8.28 million mobile and approximately 750,000 fixed line customers, as of August 31, 2004. Investor Relations ?Creating value for our customers, employees, investors, partners, vendors and the society at large lies at the root of our fundamental business strategy. Our core principles of trust and transparency have come a long way in helping us develop and nurture long-term relationships with our key stakeholders. Our performance exudes from our belief in and commitment to the telecom sector; and translates into creating innovative exciting opportunities for one and all. Corporate Governance ?Bharti Tele-Ventures Limited firmly believes in the principles of Corporate Governance and is committed to conduct its business in a manner, which will ensure sustainable, capital-efficient and long-term growth thereby maximizing value for its shareholders, customers, employees and society at large. Companys policies are in line with Corporate Governance guidelines prescribed under Listing Agreement/s with Stock Exchanges and the Company ensures that various disclosures requirements are complied in letter and spirit for effective Corporate Governance. ?During the financial year 2003-04, your Company has been assigned highest Governance and Value Creation (GVC) rating viz. Level 1 rating by CRISIL, which indicates that the companys capability with respect to creating wealth for all its stakeholders is the highest, while adopting sound Corporate Governance practices Board of Directors ?The Board of Directors of the Company has an optimum mix of Executive and Non-Executive Directors, which consists of three Executive and eleven Non-Executive Directors. ?The Chairman and Managing Director, Mr. Sunil Bharti Mittal, is an Executive Director and the number of Independent Directors on the Board is more than 50% of the total Board strength. The independence of a Director is determined on the basis that such director does not have any material pecuniary relationship with the Company, its promoters or its management, which may affect the independence of the judgment of a Director. ?The Board members possess requisite skills, experience and expertise required to take decisions, which are in the best interest of the Company. Boards Members by Ranking Sunil Bharti Mittal Chairman and Managing Director Rajan Bharti Mittal Director Akhil Gupta Joint Managing Director Rakesh Bharti Mittal Director Chua Sock Koong Director Pulak Chandan Prasad Director Bashir Abdulla Currimjee Director Mauro Sentinelli Director Professor V.S Raju Director O’Sullivan Director Kurt Hellstrom Director N. Kumar Director Ajay Lal Director Francis Heng Director Arun Bharat Ram Director Audit Committee The Audit Committee of the Board deals with all matters relating to financial reporting, internal controls, risk management, related party transactions etc. and reports back to the Board on the matters, which among others, include ?Reviewing the Company’s financial reporting processes and systems. ?Recommending the appointment and removal of statutory auditors, fixation of audit fee and related expenses. ?Reviewing the Company’s financial and risk management policies. ?Reviewing with management the half-yearly and annual financial statements, before submission to the Board, focusing primarily on: ?Changes in accounting policies and practices; ?Major accounting entries, qualifications and accounting issues based on the managements discretion and judgment; ?Compliance with the accounting standards; ?Compliance with the stock exchange and legal requirements, concerning financial statements; ?Any related party transactions; and ?Adequacy and effectiveness of internal audit processes and systems. ?The un-audited/audited quarterly financial results of the Company are also specifically reviewed by the Audit Committee before these are submitted to the Board for approval. Minutes of each Audit Committee meeting are placed before the Board for information. Human Resource (HR)/ Remuneration Committee The Human Resource Committee of the Board discharges the functions of the remuneration committee, along with specifically looking into the following areas: ?Framing policies and compensation packages of top executives; including salary adjustments, incentives, bonuses, promotions, stock options and performance targets. ?Remuneration of Directors ?Strategies for attracting/retaining employees, and employee development programs ?Key issues referred by the Board ESOP Compensation Committee The Compensation Committee of the Board has been constituted in accordance with SEBI (Employee Stock Option Scheme and Employee Stock Purchase Scheme) Guidelines, 1999 for administration and superintendence of Employee Stock Option Plan (ESOP) of the Company. Scope of the Compensation Committee Formulating policies and procedures to ensure that there is no violation of SEBI (Insider Trading Regulations) and (Prohibition of Fraudulent and Unfair Trade Practices relating to Securities Market) Regulations by any employee. CHAIRMAN PROFILE Sunil Bharti Mittal Chairman Managing Director Since October 2001 Board director since: July 1995 Age: 49 years Sunil Bharti Mittal is the Chairman Managing Director of Bharti Airtel Ltd. head quartered at New Delhi, India. Sunil Bharti Mittal started his career at a young age of 18 after graduating from Punjab University in India and founded Bharti, with a modest capital, in the year 1976. Today, at 49 he heads a successful enterprise, amongst the top 5 in India, with a market capitalization of over US$ 40 billion and employing over 30,000 people. Sunil Bharti Mittal is an alumnus of Harvard Business School, MA, USA. Sunil Bharti Mittal has been conferred one of the highest civilian award – Padma Bhushan. Sunil Bharti Mittal has been conferred the degree of Doctor of Science (Honoris Causa) by the G B Pant University of Agriculture Technology. Sunil Bharti Mittal is an Honorary Fellow of â€Å"The Institution of Electronics and Telecommunication Engineers (IETE). OBJECTIVES As set out in the Memorandum of Association of Bharti Tele-Ventures, our main objects are as follows: 1. To promote and establish companies, funds, associations or partnerships for providing telecom networks and/or to run and maintain telecom services like basic/fixed-line services, cellular/mobile services, paging, videotext, voice mail and data systems, private switching network services, transmission network of all types; computer networks i.e. local area network, wide area network, electronic mail, intelligent network, multimedia communication systems or the combinations thereof and for execution of undertakings, works, projects or enterprises in the telecom industry whether of a private or public character or any joint venture with any government or other authority in India or elsewhere and to acquire and dispose of shares/securities in such companies, and funds and interest in such associations or partnerships. 2. To provide telecom networks and to run and maintain telecom services like basic/fixed-line services, cellular/mobile services, paging, videotext, voice mail and data systems, private switching network services, transmission networks of all types, computer networks like local area network, wide area network, electronic mail, intelligent network, multimedia communication systems or combinations thereof. 3. To carry on the business of manufacturers, merchants, dealers, distributors, importers, exporters, buyers, sellers, agents and stockists, and to market, hire, lease, rent out, assemble, alter, install, service, design, research and improve, develop, exchange, maintain, repair, refurnish, store and otherwise deal in any manner in all types of telephone exchanges, telephone instruments -whether corded, cordless, mobile or of any other kind; tele-terminals, fax machines, telegraphs, recording instruments and devices, telephone message/answering machines and devices; dialling machines, trunk dialling barring devices, wireless sets and other wireless communication devices like radio pagers, cellular phones, satellite phones etc; telecom switching equipments of all kinds; telecom transmission equipments of all kinds, test equipments. VISION BY 2010 AIRTEL WILL BE THE MOST ADMIRED BRAND IN INDIA: ?LOVED BY MORE CUSTOMERS. ?TARGETED BY TOP TALENT. ?BENCHMARKED BY MORE BUSINESS. BHARTI’S MISSION To be globally admired for telecom services that delight customers. We will meet global standards for telecom services that delight customers through: Customer Service Focus Empowered Employees Cost Efficiency Unified Messaging Solutions Innovative products and services .Error- free service delivery ACHIEVEMENTS First to launch Cellular service on November 1995. First operator to revolutionaries the concept of retailing with the inauguration of AirTel Connect (exclusive showrooms) in 1995. First to introduce push button phone in India. First to expand its network with the installation for second mobile switching center in April, 1997 and the first to introduce the Intelligent Network Platform First to provide Roaming to its subscribers by forming an association called World 1 Network. First to provide roaming facility in USA. Enjoy the mobile roaming across 38 partner networks above 700 cities Moreover roam across international destinations in 119 countries including USA, Canada, UK etc with 284 partner networks. BHARTI announces aggrement with VODAFONE marking the entry of the Worlds Largest Telecom Operator into India Bharti Enterprises and AXA Asia Pacific Holdings Limited announce Partnership for a life insurance joint venture in India Airtel Launches future factory Centres of Innovation to Incubate Pioneering Mobile Applications 16 states, 600 million people. Only Indias leading mobile service offers you the truly freedom-packed Prepaid! It is also the first company to export its products to the USA. BHARTI announces agreement with VODAFONE marking the entry of the Worlds Largest Telecom Operator into India Vodafone to invest approximately Rs. 6,700 crores (approx. USD 1.5 bn.) to acquire around 10% in Bharti Tele-Ventures Ltd. Bharti Enterprises, SingTel and Vodafone to take Bharti Tele-Ventures Ltd. to unassailable leadership position in India The largest single foreign investment ever in the history of India The largest investment in the Indian telecom sector Bharti establishes its supremacy in the Indian telecom market, having attracted Asia’s best – SingTel, and now world’s best – Vodafone. Bharti set to gain global leadership in the telecom sector Bharti Enterprises continues to hold shareholding and management control in Bharti Tele-Ventures. AirTel: Appropriating the value of expression Over the last couple of years, the market has grown considerably, with deeper penetration and wider usage of voice and data services, accompanied by much higher competitive intensity, Atul Bindal, chief marketing officer, Bharti TeleVentures, expands on this. In this context, differentiating merely on network, coverage and SMS is just not enough. You need to go beyond all the rational identifiers which are prerequisites in any case and connect at a deeper level. We needed a strong differentiator in an increasingly commoditized and crowded market. We found this differentiator in a core human truth that defines our category which is that there are moments when you need to make your point, when you need to be heard. Expressing and communicating are perhaps two of the most basic emotions. AirTel enables you to make your point in the most expressive way, anytime, anywhere. The campaign is towards owning this through Express yourself. We believe Express yourself allows us to connect at a deeper level and create a long-term platform for the brand. For AirTel, the challenge also lay in presenting a unified face to the consumer. This assumes significance when viewed in the light of the companys pre- and post-paid communication, which, in the past, had been treated very differently. Brand image, as a result, was being driven in two different dimensions. Brand AirTel is a category leader straddling completely different market segments such as consumer, business and corporate, as well as different voice, data and payment platforms, says Bindal. Express yourself enables the brand to unify and connect across the entire base of our existing and prospective customers. One of the most obvious benefits of owning a property such as candid expression (and Express yourself) is the expansive nature of the thought. The moment you have as broad a canvas as Express yourself, it becomes easy for anyone working on the brand to come up with new ideas and executions. Thats what makes a good campaign idea, observes Rediffs Prashant Godbole, who, along with creative partner Zarvan Patel, conceived the campaign. This is just the proverbial tip of the iceberg, Patel adds. We will be taking the idea forward in many different ways in the forthcoming work, he informs. Patel also credits his creative team for fleshing out the idea. Awards and Recognitions 2007-2008 ? Bharti Airtel has won the CNBC-TV18 India Business Leader Award for the Outstanding Company of the year, 2007 ? Bharti draws top honours at the NDTV Profit Business Leadership Awards 2007 ? Bharti Airtel Ranked 3rd on Shareholder Returns in BusinessWeek IT 100 List ? Sunil Bharti Mittal conferred Degree of Doctor of Science (Honoris Causa) by G. B. Pant University 2006-2007 ? Bharti draws top honours at the NDTV Profit Business Leadership Awards 2007 ? Bharti Airtel awarded the prestigious QCI-DL Shah Award on Economics of Quality ? Sunil B. Mittal chosen for this year’s Padma Bhushan Awards ? Bharti Airtel is once again chosen for India’s most Customer Responsive Telecom Company Award ? Triple success for Akhil Gupta at CFO Awards for India ? Bharti Airtel is amongst India’s Most Admired Knowledge Enterprises in 2006 ? Sunil Bharti Mittal receives ‘The Honorary Fellowship’ fromIETE ? Bharti Airtel draws Top Honors at the MIS Asia IT Excellence Awards 2006 ? Bharti Airtel among the top 10 best performing companies in the world according to Business Week IT 100 list Sunil Bharti Mittal is CEO of the Year at the Frost Sullivan Asia Pacific ICTAwards 2006 Bharti Airtel bags Wireless Service Provider of the Year andCompetitive Service Provider of the Year Organization Structure As an outcome of a restructuring exercise conducted within the company; a new integrated organizational structure has emerged; with realigned roles, responsibilities and reporting relationships of Bharti’s key team players. With effect from March 01, 2006, this unified management structure of One Airtel will enable continued improvement in the delivery of the Group’s strategic vision. Areas of Operations Delhi Our Delhi network covers a license area that includes the state of Delhi and the neighbouring towns of Faridabad and Gurgaon in the state of Haryana, and Ghaziabad and Noida in the state of Uttar Pradesh. We have a 20-year license to provide cellular services in our Delhi circle, valid until November 2014, and which is extendible by additional periods of 10 years. In addition to being India’s political capital, Delhi has the highest per capita income, the highest installed fixed-line penetration rate, and the highest population density among the 29 states of India. Delhi has a high concentration of service and manufacturing industries and houses the Central Government, the head offices for many major public sector enterprises, embassies and various government missions and development agencies. We believe that these factors create high roaming revenue potential from cellular subscribers who roam into our network from other circles. As of November 30, 2001, we had 465,278 custom ers in Delhi, giving us a market share of approximately 56% in this circle. Karnataka and Andhra Pradesh Located in southern India, Karnataka is a major business centre and several information technology companies are based in and around its capital, Bangalore. Andhra Pradesh is adjacent to Karnataka and several information technology companies are based in and around its capital, Hyderabad. Information technology companies are typically high-volume users of telecommunications services, particularly for data transmission. We offer cellular services in these circles pursuant to 20-year license, valid until 2016 for Karnataka and until 2015 for Andhra Pradesh, each of which is extendible by additional periods of 10 years. As of November 30, 2001, we had 177,810 and 195,054 customers in Karnataka and Andhra Pradesh, respectively, giving us a market share of approximately 57% and 48%, respectively, in these circles. Chennai We provide cellular services in Chennai (the capital city of the southern state of Tamil Nadu) and in the adjoining areas of Mahabalipuram, Minjur and Maraimalai Nagar. Chennai is a major centre for information technology companies and foreign multinational corporations. Our network is operated pursuant to a 20-year license, valid until November 2014, and which is extendible by additional periods of 10 years. As of November 30, 2001, we had 110,032 customers in Chennai, giving us a market share of approximately 51% in this circle. Himachal Pradesh Located in northern India, Himachal Pradesh is one of India’s most mountainous states and is a popular tourist destination, particularly for residents of Delhi and other north Indian states. Our network is operated pursuant to a 20-year license, valid until November 2015, and which is extendible by additional periods of 10 years. As of November 30, 2001, we had 12,462 customers in Himachal Pradesh, giving us a market share of approximately 64% in this circle. Kolkata Kolkata is the capital city for the eastern state of West Bengal. Several domestic and multinational companies are based in Kolkata and it is a major centre for trade and commerce in eastern India. Our network is operated pursuant to a 20-year license, valid until November 2014, and which is extendible by additional periods of 10 years. As of November 30, 2001, we had 87,570 customers in Kolkata, giving us a market share of approximately 41% in this circle. We have grown as a result of both organic growth and acquisitions of circles completed by us. The following table sets forth the growth in the number of our cellular customers over the last three years. In September 2001, we entered into license agreements with the DOT to provide cellular services in the eight circles of Mumbai, Maharashtra, Gujarat, Madhya Pradesh, Haryana, Uttar Pradesh (West), Tamil Nadu and Kerala. All these licenses are for a period of 20 years, valid until August 2021, and are extendible by additional period of 10 years. In September 2001, the DoT also restored the Punjab license in our favour. The Punjab license is for a period of 20 years, valid until 2015, and is extendible by additional periods of 10 years. We expect to commence providing cellular services in these nine proposed circles by the middle of this year. Mumbai Mumbai is the financial and commercial capital of India and one of the largest cities in the world in terms of population. Mumbai is among the highest per capita income cities in India. Several leading financial institutions, regulatory agencies, multinational corporations, service organizations and leading conglomerates are located in Mumbai. The concentration of commercial activity and service industry in Mumbai has led to a strong demand for telecommunications services, both voice and data. Maharashtra. Surrounded by Gujarat, Madhya Pradesh, Andhra Pradesh and Karnataka, Maharashtra is a prominent state in Western India. Maharashtra is one of the most industrialised states in India and several industries including sugar, pharmaceuticals, petrochemicals, heavy chemicals, electronics, automobiles, engineering, food processing and plastics are located in the state. Maharashtra has attracted high amount of investment from Indian and foreign companies in the past. Among states, Maharashtra has among the higher literacy rates and is a centre for learning and research in India. Gujarat Gujarat is located adjacent to Maharashtra and is also a prominent industrialised state in the country. Several companies in the chemicals and petrochemicals, pharmaceuticals and textiles sectors are based in Gujarat and the largest grass-root level petroleum refinery in India is located in the state. Gujarat also has one of the busiest ports in India and handled a high proportion of India’s exports for the year ended March 31, 2001. Haryana Haryana is adjacent to Delhi and is surrounded by the states of Himachal Pradesh, Uttar Pradesh, Rajasthan and Punjab. The city of Chandigarh, which is a union territory, is a joint capital city of the states of Haryana and Punjab. Haryana is also an emerging centre in north India for IT enabled services such as call centres, which are typically high-volume users of telecommunications services. Punjab Punjab is among the highest per capita income states in India. Punjab has emerged as a leading producer of agricultural products in India and several multinational corporations have invested in Punjab in agricultural-related businesses. Punjab is also emerging as a base for the production of engineering goods, pharmaceuticals, leather goods, food products, textiles, electronic goods, sugar, machine tools, hand tools, agricultural implements, sports goods, paper and paper packaging materials. Uttar Pradesh (West) Uttar Pradesh (West) is a circle carved out of the north Indian state of Uttar Pradesh by the DoT and has been classified as a Category B cellular license area. It is a popular tourist location in northern India with several holy shrines and pilgrimage locations. Madhya Pradesh Located in central India, Madhya Pradesh has a total area of approximately 443,000 square kilometers and has substantial mineral resources, making it a centre for the aluminum, chemical and iron and steel industries. Several industries in the electronics, telecommunications, petro-chemicals, food processing and automobiles sectors are also located in Madhya Pradesh. Kerala Located in south India, Kerala is rich in minerals, marine products and agricultural products. A large section of the former population of Kerala lives outside India as non-resident Indians and has contributed to a relatively high foreign exchange inflow in this state. The state has the highest density of science and technology personnel and the highest literacy rate in India. Tamil Nadu Located in southern India, Tamil Nadu is surrounded by Andhra Pradesh, Karnataka and Kerala. Tamil Nadu has several industrial undertakings engaged in cotton, sugar, leather, textiles, engineering and petrochemicals sector. The state has a large number of professionals and has witnessed a rapid growth in the software industry in the past few years. In addition to entering into licenses with the DOT for our eight additional circles and the restoration of our Punjab license, we have taken the following steps towards commencing operations in these circles and the integration of the proposed circles with our existing circles: completed network planning activities and implementing the same entered into rate contracts and, for some circles, placed purchase orders with vendors, including Siemens, Motorola and Ericsson, for the supply of telecommunications equipment and network design commenced recruitment activities and internal transfer of employees for new areas of operations entered into agreements with the Escorts group, a provider of cellular services in the Haryana, Kerala, Uttar Pradesh (West), Himachal Pradesh and Punjab circles, to share cellular infrastructure in order to reduce costs and speed the launch date for our services identified, and in some cases acquired, locations for the main switching centres and cell sites. selected a common billing system, customer relationship and enterprise resource planning packages and other office systems and controls for our existing and proposed cellular networks. Airtel has also reorganized the management structure of its cellular business on a regional basis in an effort to better capture revenue and cost synergies. PRODUCT LINE-UP Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest mobile service provider in the country, based on the number of customers. The group focuses on delivering telecommunications services as an integrated offering including mobile, broadband telephone, national and international long distance and data connectivity services to corporate, small and medium scale enterprises. The group offers high speed broadband internet with a best in class network. With Landline services in 94 cities we help you stay in touch with your friends family and the world. The Company compliments its mobile and broadband telephone services with national and international long distance services. It has over 35,016 route kilometers of optic fibre on its national long distance network. For international connectivity to east, it has a submarine cable landing station at. For international connectivity to the west, the Company is a member of the South East Asia-Middle East-Western Europe – 4 (SEA-ME-WE-4) consortium. Services Broadband and internet services Airtel brings you a host of exciting features ranging from facilities like Online tests, In touch and Video Surveillance Solutions to trouble shooting devices like, Net Expert and Web Jockey. Control your business, 247. Observe your office, warehouse, shop and staff from your PC, from anywhere and all the time Create and share your precious moments with your loved ones with In Touch. It’s a great way to reach out to your loved ones who are far away. Introducing NetXpert, India’s first ever automated Broadband care technology which provides immediate solutions for Internet connectivity related problems. Airtel Broadband Services and TCY Online offer you online competitive tests for GRE, GMAT, SAT and MBA, from the comfort of your home. Wifi is a wireless technology brand by the Wifi Alliance that gives you a host of fantastic advantages ranging from reliability to security. Calling cards Our calling card services connect you to your friends and friends in India a cost effective and reliable manner. Choose from the options below and stay connected. Calling Cards include Great savings on calling anywhere in India or across the world. Even if your phone is not STD/ISD enabled, go ahead and talk to your loved ones. Now call back India from USA at lowest cost of just 6c / min . Traveling abroad? Save precious foreign exchange and up to 94% over international roaming charges. Home Phones Home Phones include Airtel welcomes you to its world of telephony services, which offers you world class services with its cutting edge technology. Avail of the convenience of a mobile phone on a fixed line, without any cables disturbing the ambience of your living room! Mobile Footprint The map below depicts the location of, and provides certain information for, Bharti Tele-Ventures existing mobile circles in India: PROMOTIONAL STRATEGY After the liberalization of the Indian Telecom Sector in 1994, the Indian cellular market witnessed a surge in cellular services. By 2005, there were a total of 12 players in the market with the five major players being Bharti Tele-Ventures Limited (Bharti), Bharat Sanchar Nigam Limited (BSNL), Hutchinson-Essar limited (Hutch), Idea Cellular limited (Idea) and Reliance India Mobile (RIM). All the players except RIM offered services based on the Global System for Mobile (GSM) technology. RIM provided services based on Code Division Multiple Access (CDMA) technology as well as GSM. As competition in the telecom arena intensified, service providers took new initiatives to woo customers. Prominent among these were celebrity endorsements, loyalty rewards, discount coupons, business solutions and talk time schemes. The most important consumer segments in the cellular industry were the youth segment and the business class segment. The youth segment was the largest and fastest growing segment and was therefore targeted most heavily by cellular service providers. Bharti Tele-Ventures adopted celebrity endorsement as its chief promotional strategy. By 2004 it emerged the unprecedented leader commanding the largest market share in the cellular service market. (Refer Exhibit II). Hutch implemented the celebrity endorsement strategy partially, relying primarily on its creative advertising for the promotion of its brand. BSNL, on the other hand, attracted the consumer through its low cost schemes. Being a state owned player, BSNL could cover rural areas, and this helped it increase its subscriber base. Reliance was another player that cashed on its innovative promotional strategies, which included celebrity endorsements and attractive talk time schemes. Idea, relied heavily on its creative media advertising sans celebrities. SWOT ANALYSIS STRENGHTS 1. India has technically educated, motivated and intelligent workforce, who if given proper incentives like quality living and benefits, can be retained in India . 2. India possesses cheap labours to attract foreign investments. 3. Telecom software, telecom professionals, telecom infrastructure and telecom services are the key players in shaping today’s economy. 4. Revenue sharing strategies are leading to mergers and actuations, helping companies to enter new business opportunities, and generate employments, boosting the country’s economy. 5. Privatization of VSNL, along with its partnership with Tata has benefited not only the two companies but also the county at large. 6. Information technology growth can propel India into IT superpower. 7. Quality of life definitely improves when the infrastructure and economy improves. 8. India has huge project plans with foreign countries which can attract further mergers , investments etc. 9. Foreign companies that are facing problem in home market have already identified India as a potential markets for business and therefore they are heavily investing in India. 10. Government has already started relaxing rules for foreign participants. 11. Software exports from software technology parks are a huge potential business. 12. Though global telecom picture looks gloomy but India possesses the competitive advantage in terms of its huge market size and many undeveloped areas. WEAKNESSES 1. Bureaucracy and politics tremendously affects the business policies. 2. Slow reform process and slow liberalization affect the changes and makes the progress slow. 3. Foreign companies wanting to invest in India are put off due to continuously changing rules and lax policies. 4. Telco’s though united, provide some services that bring them in close competition and therefore lose not only profits but also consumer confidence. 5. Compared to the global structure, India is still concentrating on universal service in some parts of the country. 6. Since 1994 reform process, telecom density has only gone up to 3 as compared to the global average of 14. 7. Though cellular is the most attractive business today, but still the overall number of cellular subscribers is very low and this market really needs to be tapped. 8. Embracing change and understanding the technology takes a lot of time making the changes very slowly. OPPORTUNITIES 1. Lot of new entrants in telecom is bringing investment opportunities. 2. Economic liberalization is bringing a significant amount of progress. 3. Telecom educational institutes are coming up to keep the professionals at par with the changing technology. 4. New opportunities are generating more employment and creating a knowledge based economy 5. Privatization of services in telecom sector has led to keen competition, as a result of which prices are reduced and more business opportunities are created. 6. Increased availability of bandwidth has opened doors to new schemes making efficient usage /providing value added services and generating profits. 7. For cellular operators providing long distance is a lucrative business opportunity and they can also concentrate on providing many value added services. 8. Provision of not only basic services /but also, internet, cellular, medical transcription, call center. THREATS 1. Regulatory and tariff changes especially in the cellular operations are constant threats. 2. China’s early liberalization and the fast growing economy may prove to be a hindrance for India. 3. Economic protectionism and continuous political changes plays against plays against everybody’s favors and affects the good intentions of players even like reliance / Tatas etc. 4. Price regulations based on pre set rate of return hinder the growth. 5. Young hard working and intelligent work force want to leave the country due to poor economic conditions and exploitation. 6. Indian businesses take time or can’t survive due to the constantly changing technology and fast-paced nature of telecom business. CHAPTER-IIII RESEARCH OBJECTIVE RESEARCH OBJECTIVE The objective of my project report is to study the advertising strategy of AIRTEL Cellular service and its effect on mobile users existing and who are going to use mobile service in future. In other words, my aim is to study the Advertising Effectiveness of AIRTEL Cellular service. ? To learn the practical knowledge and how academic knowledge convertible in practical way. ? To find out the success rate of the airtel cellular. ? To find out how much organization is involved in the mind of consumer. ? To measure the customer’s satisfaction of airtel who are using airtel services and products. ? To develop a new strategy for the improvement of existing Airtel services and to find new ways of increasing Market share. CHAPTER-V RESEARCH METHODOLOGY RESEARCH METHODOLOGY Achieving accuracy in any research requires in depth study regarding the subject. As the prime objective of the project is to study advertising strategy of Airtel .The research methodology adopted is basically based on primary data via which the most recent and accurate piece of first hand information could be collected. Secondary data has been used to support primary data wherever needed. Primary data was collected using the following techniques Questionnaire Method Direct Interview Method and Observation Method The main tool used was, the questionnaire method. Further direct interview method, where a face to face formal interview was taken. Lastly observation method has been continuous with the questionnaire method, as one continuously observes the surrounding environment he works in. Procedure of research methodology # Target geographic area was East Delhi. # To these geographical area questionnaire was given, the questionnaire was a combination of both open ended and closed ended questions. # The date during which questionnaires were filled was between six week. # Some dealers were also interviewed to know their prospective. Interviews with the honour of retailer of Airtel were also conducted. # Finally the collected data and information was analyzed and compiled to arrive at the conclusion and recommendations given. Sources of secondary data Used to obtain information on, Airtel and its competitor history, current issues, policies, procedures etc, wherever required. # Internet # Magazines # Newspapers CHAPTER-VI LIMITATIONS OF STUDY LIMITATIONS OF STUDY The researcher has to face certain difficulties while he carries out the research work. He knows the limitations before hand. Some of them are uncontrollable and some others are controllable. Some important limitations, which were faced, are as follows: 1. Limitation of Time: I have completed the research in limited time. In spite of all the difficulties if the time is short it is quite possible that one cannot collect the sufficient data and have to depend upon other source of data. 2. Limitation of funds: Availability of funds was another limitation owning to shortage of money. 3. Limitation of skills: the research needs a lot of statistical work involving collection and tabulation of data, interpretation of data and drawing out the necessary results. It requires an able, efficient and experienced research works. 4. Limitation of human behaviors: (a) Some of the respondent was not honest and genuine in their approach. (b) Some of the respondents could not understand certain queries. CHAPTER-VII CONCLUSION CONCLUSION The conclusion of my study is that AIRTEL’s Advertising has a major impact on its users. People like its schemes very much .AIRTEL had created a very good image on the mind of the new users of cellular service. AIRTEL has adopted a very good strategy by providing a new connection with NOKIA who is market leader in mobile sets, many new users buy Nokia sets and they get a free connection of AIRTEL. AIRTEL is successful in capturing the highest market share by adopting Celebrity Endorsement Strategy. A.R. Rehmaan’s tune for AIRTEL worked as free advertising for AIRTEL as another service user uses it too. Other celebrities like Shahrukh Khan (Bollywood) and Sachin Tendulkar (Cricket) has also contributed very much in AIRTEL. AIRTEL has influenced mass customer by its wide network base in India and is popular among business man and professionals but in students it isn’t a popular one because there isn’t much attracting schemes and offers for the youth. CHAPTER-VIII RECOMMENDATIONS Research Papers on ADVERTISING STRATEGY OF BHARTI TELEVENTURES LTDPETSTEL analysis of IndiaAnalysis of Ebay Expanding into AsiaThe Project Managment Office SystemMarketing of Lifeboy Soap A Unilever ProductInfluences of Socio-Economic Status of Married MalesBionic Assembly System: A New Concept of SelfDefinition of Export QuotasOpen Architechture a white paperIncorporating Risk and Uncertainty Factor in CapitalNever Been Kicked Out of a Place This Nice

Definition and Examples of Free Relative Clauses

Definition and Examples of Free Relative Clauses In English grammar, a free relative clause is a type of relative clause (that is, a word group beginning with a wh-word) that contains the antecedent within itself. Also called a nominal relative clause, a  fused relative construction, an independent relative clause,  or (in traditional grammar) a noun clause. A free relative can refer to people or things, and it can function as a subject, a complement, or an object.Examples and Observations Nobody knows it, because nobody knows what really happened.(Donald E. Westlake, The Hook. Mysterious Press, 2000)We want to make sure that what were doing is really what we ought to be doing.(General Abrams in Vietnam Chronicles: The Abrams Tapes, 1968-1972, ed. by Lewis Sorley. Texas Tech University Press, 2004)You can say what you please. I burnt my English books and I didnt get a degree. All Im saying now, if Im allowed, is that Willie should get a degree.   (V.S. Naipaul, Half a Life. Alfred A. Knopf, 2001)A man wearing the uniform of the Military Police had stepped into the unit and was just turning toward where she was standing.  (Michael Palmer, The Fifth Vial. St. Martins Press, 2007)Look, Cynthiayou have a perfect right to disapprove. You go ahead and think whatever you want. Even if you want to be angry, then you be angry.   (Philip Roth, Letting Go. Random House, 1962)The way I hear it you can really put it away.Whoever told you that is a liar. Bledsoe straightened a way from the rail, started toward the barn.  (Michael Joens, Blood Reins. Thomas Dunne Books, 2005) Antecedents in Free Relative Clauses The relative word in the nominal relative clause has no antecedent since the antecedent is fused with the relative: I found what (that which; the thing that) you were looking for; He says whatever (anything that) he likes. Because they are free of antecedents, such clauses are sometimes called independent or free relative clauses.  (Tom McArthur, Concise Oxford Companion to the English Language. Oxford University Press, 2005) A Headless Relative A relative clause which apparently lacks a head is called a free relative clause, also sometimes called a headless relative (though some argue that the head is present syntactically but phonologically empty, and hence that this is a misleading term).  (R.E. Asher and ‎J.M.Y. Simpson, The Encyclopedia of Language and Linguistics. Pergamon Press, 1994) Characteristics of Free Relative Clauses [The] free relative clauses . . . [are] italicised in: (117a) What you say is true(117b) I will go where you go(117c) I dont like how he behaved toward her They are characterised by the fact that the wh-pronoun what/where/how appears to be antecedentless, in that it doesnt refer back to any other constituent in the sentence. Moreover, the set of relative pronouns found in free relative clauses is slightly different from that found in restrictives or appositives: e.g. what and how can serve as free relative pronouns, but not as appositive or restrictive pronouns; and conversely, which can serve as a restrictive or appositive relative pronoun but not as a free relative pronoun.  (Andrew Radford, Analysing English Sentences: A Minimalist Approach. Cambridge University Press, 2009) Two Types of Free Relative Clauses: Definite and Indefinite The first type of free relative clause, the definite free relative clause, is introduced by a wh- word such as what, where, or when, as shown in (64). (64) Mark eats what he orders. . . . [V]erbs that are followed by definite free relatives beginning with what must be capable of being followed by nonhuman NPs. What Jim chose in (65a), a free relative, passes this test, as shown by (65b). (65a) Sally ordered what Jim chose.(65b) Sally ordered a hamburger/coffee/a piece of pie. Another test for definite free relatives is substituting that (thing) which for what, as shown in (66). (66) Sally ordered that (thing) which Jim chose. . . . The second type of free relative clause is an indefinite free relative clause, also called a conditional free relative clause because the words that introduce the clause (who(m)ever, whatever, whichever, whenever, and however) can be paraphrased with if, as show by (68a) and (68b), or regardless of, as shown by (68c) and (68d). (68a) Joan dances with whoever asks her to dance.(68b) If someone asks Joan to dance with him, she dances with him.(68c) Fred eats whatever Alice offers him.(68d) Regardless of whatever Alice offers Fred, he eats it. (Ron Cowan, The Teachers Grammar of English: A Course Book and Reference Guide. Cambridge University Press, 2008)

Agency by ratification Assignment Example | Topics and Well Written Essays - 750 words

Agency by ratification - Assignment Example Agency is the association that exist when one party known as agent decide to represents another party known as principal in a business transaction and has power to alter the legal situation of the party they represent in an agreement with a third party Agency by ratification comes into existence if one party acted as an agent for a non existing principal, and the party claimed to be the principal actually accept to be bound by the term of the agreement as if they had actually authorized the agent to act on their behalf (Stone, 2011). Under such circumstance, the alleged principal can never disown the agreement and they indeed become the principal and agent in all legal perspectives. The agencies by ratification become legal only if the alleged principal met legal requirements of a principal at the time of acceptance of the contract (Gordley, 2001). However, under such a situation, both the principal and the other party have the right to sue the agent for the loss suffered as a result of the conducts of the agent. In order for this agreement to become effective, the alleged principal must have been in a potential to form such a relationship. For the contract to be ratified, the agent must disclose to the other party that they are actually acting as agent for the certain principal though not disclosed to that other party (Stone, 2011). Therefore, if the agent fails to state that they are acting as agent, this agreement cannot be effective. For example, in Keighley Maxted & C v Durant [1901], Keighley authorised the other business partner R to purchase weight at a specified price for their business. However, R could did not get weight at the specified price and instead decided to purchase it from Durant at a greater price. Keighley promised to accept the agreement, but later declined it. Durant challenged the decision in the court, but the House of Lords issued a verdict Keighley was no bound by the agreement due to the reason of it imposed unnecessary cost. The r egulation requires that at the time of creation of agreement, the alleged principal who will approve the agreement must be in surviving at the time the accord was being made (Gordley, 2001). This requirement aims to protect third party from entering into unlawful treaty. This is because the law has set definite terms which a person should meet before they can sign abiding agreement. Therefore, if a person alleged to be the principal could not be determined at the time of signing the agreement, then the person cannot be able to approve and adopt the contract later. For example, in Kelner v Baxter (1866) LR 2 CP 174, advertisers of a nonexistent company entered into an agreement with buyers before the company was established. After the formation of the company, those buyers purchased the wine on credit, which they never paid until the company went on liquidation. The promoters were sued, but they argued that they had acted on behalf of the company hence were not responsible (Stone, 20 11). However, CJ Erle claimed that the marketer were liable for the debt since the company was nonexistence at the time they signed the agreement with the buyers. The alleged principal must have contractual capacity to form a binding agreement at the time the treaty was being made (Gordley, 2001). For example, the person must be of sound mind at the time the contract was signed on their behalf. In Dibbins v Dibbins (1896), the solicitor applied to the court with intention of acquiring partnership property since the only surviving partner was insane (Stone, 2011). The solicitor notified the court about the state of the agent and intention o effect the agreement on their behalf. However, the notice was beyond the agreed time

BUS599 - Integrative Project, Mod 2 Case Assignment Essay

BUS599 - Integrative Project, Mod 2 Case Assignment - Essay Example Organization development (OD) strategies aim to improve organizational ability to diagnose and assess its effectiveness to provide appropriate remedy or interventions to problems and issues (Tichy, Hornstein, & Nisberg, 1977). These utilized open systems which optimized a transparent explication of the inputs, throughputs, and outputs of the organization’s feedback loop. This is hoped to motivate organizational members to participate in change processes (Burke, Coruzzi, & Church in Kraut, 1996; French & Bell, 1995; Harrison, 1987). Organizational development involved some models (Howard and Associates, 1994) that could facilitate the enhancement of deepening the understanding of organizational organization; of categorizing organizational data; interpret these data to generate meanings; and to develop common organizational language. It can also identify vital variables of the organization and depict its relations and impacts. This is an empirical method of evaluation. It also u ses comprehensive kind of analyses. The latter cover: 1. Force Field Analysis (1951)- This is developed by Kurt Lewin developed this model of analysis. It is perceived as relatively simple and can be creatively visualized because it can depict the driving and retraining forces of an organization (Leadership Sphere, 2012). These driving forces encompass environmental factors and change management while the restraining forces may include limited resources and demotivated human resources that could bar organizational sustainability and development (Leadership Sphere, 2012). When these hindering and driving forces are identified, the organization can proceed to formulate recommendations to solve the problems and regain organizational balance. This model aims to bring about the state of equilibrium of driving forces to eliminate the restraining factors (Leadership Sphere, 2012). 2. Leavitt’s Model (1965) – This refers to authority systems, communication systems, and work fl ow within the organization. This includes the use of technology (or machinery), tasks, and subtasks that are embed in organization’s product and services (Leadership Sphere, 2012). This will also include the human resources designated to perform roles and tasks to attain organizational goals (Leadership Sphere, 2012). These variables are dynamic, interrelated, and interdependent. Any changes in each of the variable will impact to the other variables in a chained effect. Sometimes, the change in variables may produce compensatory or retaliatory change in the other variables. However, this model does not address the concerns on external environment that may affect the variables of the organization (Leadership Sphere, 2012). 3. Likert System Analysis (1967) – This fundamentally addresses the concern on organizational motivation, communication, interaction, decision-making, goal-setting, control, and performance (Likert, 1967). While there is no illustration to depict this is as an analytical tool but this can be addressed by enhancing or using recommended systems of organizational management. This encourage democratization of decision-makings, participation, consultation, exercise of benevolent leadership and transformational leadership (Leadership Sphere, 2012). The framework originally has no standard scale: â€Å"strongly agree,† â€Å"agree,† â€Å"neither agree nor disagree,† â€Å"disagree,† and â€Å"strongly disagree.† It used to have a customized scale labels for each question raised