Leadership Styles and Theories for Business Management

Leadership Styles and Theories for Business Management According to Kotter, management and leadership are two distinctive leadership is about focusing on producing change by developing a vision for the future along with strategies for bringing about the changes needed to achieve that vision, using motivation to energize people, not by pushing them in right direction as control mechanisms do, but by satisfying basic human needs for achievement, scene of belonging, recognition, self-esteem, a feeling of control over ones life and the ability to live up to ones ideals. 1. AIMS AND OBJECTIVES The aims and objective of this assignment to recognize different types of leadership styles. And how do business use these if different levels of the management to grow, succeed and finally to achieve businesss strategic goals and objectives. TASK 1 EVALUATE A RANGE OF LEADERSHIP THEORIES AND MODELS THAT REFLECT CURRENT THINKING. 2 TRANSFORMATIONAL LEADERSHIP Assumptions People will follow a person who inspires them. A person with vision and passion can achieve great things. The way to get things done is by injecting enthusiasm and energy. Style Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. Developing the vision Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker. Selling the vision. 4 Idea of transforming leadership was more interesting in that in his concept both followers and leaders are changed, and also the change is expressed as being for the better in moral way. Followers are changed into leaders, and leaders become moral agents in enabling others to grow as persons. Burns, J. M. (1978). Leadership. New York: Harper Row PARTICIPATIVE LEADERSHIP Assumptions Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions. People are more committed to actions where they have involved in the relevant decision-making. People are less competitive and more collaborative when they are working on joint goals. When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision. Several people deciding together make better decisions than one person alone. Style A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. The question of how much influence others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of participation is possible Discussion Participative Leadership can be a sham when managers ask for opinions and then ignore them. This is likely to lead to distrust and feelings of disloyalty. Democratic Leadership Known as participative style, leader who enables and encourages staffs to participate in decision making. Also keeps staffs informed about everything that affects their work and shares decision making and responsibilities. By doing so, leader produce high quality and quantity work for a long period. Staff likes this leadership style as they received the trust and respond from leader this increase the spirit and morale of the work force. Democratic leader develop and design plans to evaluate staffs performance. Allowing staff to grow on the job and be promoted. Recognize and appreciate the achievements. There are two type of democratic leadership, Persuasive democratic management here the leader makes the decision first and then persuades employees that he or she has made the right decision. Consultative democratic management this involves the group contributing to the decision-making process, with the leader making the final decision. There are some situation that, to avoid using this style, Not enough time to get everybodys input. It is easier and cost- effective for leader to make the decision, rather going to staff. Leader feels threatened by this leadership style. Staffs safety in critical concern. EXPLAIN THE EXPECTED IMPACT OF A RANGE OF LEADERSHIP STYLES ON SPECIFIC SUB- DIVISIONS, ORGANIZATIONS, INDUSTRIES, AND SECTORS. 5For ,an organization to grow need a proper direction guided by a good leadership, Enterprise Rent-A-Car uses different methods of leadership styles to manage its 75,000 employees and fleet of cars over one million around the world. Enterprise has becomes foremost car-hire company and the largest car purchaser in the world. Organizations key objectives: Customer satisfaction Fleet growth Employee development Profitability Autocratic leadership at Co-operate level One of the leadership style Enterprise use is Autocratic style of leadership, where decision is made by the leader alone and staff has to work within the scope of that decision. This happens at the top level of the organization, where CEO wants to implement a practice which will roll all over the organization to achieve organizational objectives, There are some examples, which co-operate level leadership, we can find in Enterprise 5 CEO wanted all branches use ESQi (Enterprise Service Quality Index), the customer satisfaction measure, because it met the business objective. In order to gain commitment to using the process. When the Senior Vice President of European Operations at Enterprise decided on the companys diversity programme, employees were clear that this decision was compulsory and not an option. The Vice President of Corporate Communications for Enterprise established an environmental committee. Its aim was to influence the behavior of the whole organization by reducing waste and improving its carbon footprint. As the industry leader, Enterprise attempts to set high standards when it comes to the impact of rental cars on the environment. All above strategic actions shows the Autocratic Leadership in the organization. Democratic leadership at Divisional level Enterprise use democratic decision making at divisional level. Where the branch manager have autonomy. This means that in many area of operation local managers have power to govern themselves and make changes without refereeing to the senior management. Below incidents shows the application of democratic leadership. A car has been in an accident and a customer needs a hire car urgently. Local managers take a consultative approach to understand the issues and find the right solution for customers who might be upset or worried. A customer wants a vehicle for a weekend break. Branch staff will be more authoritative in recommending a specific vehicle to suit their needs. This helps to satisfy this customer and ensure repeat business. In this process employees feels that, they are more valued, empowered and recognized. This increases the staffs self-esteem and gives maximum service to customer. Laissez-faire leadership This derives from a French word leave alone. This is a loose leadership style. It allows skillful, well trained employees to carry out activities freely within broad limits. Enterprise staffs are decentralized and make many decisions on their own. Some advantages of this leadership are, Leaders dont have to always be watching them Great relationship Motivated More relaxed environment Less direction is required However, this style got a disadvantage; some staff might not be able to make right decision by alone. Therefore individuals within Enterprise teams work to corporate guidelines for dealing with customers. Staff also receives regular training and feedback.ÂÂ   This type of style is also associated with leaders that dont lead at all, failing in supervising team members, resulting in lack of control and higher costs, bad services or failure to meet deadlines.

Review of Research Paper on Metastasis of Cancerous Tumors

Introduction Early diagnosis provides the best hope many have in beating cancer. Unfortunately, this is not the end of the fight for many cancer patients. Primary tumors may be successfully treated early, only to later discover they have metastasized to other areas of the body. The common medical definition of metastasis is: The spread of cancer from one part of the body to another. Tumors formed from cells that have spread are called â€Å"secondary tumors† and contain cells that are like those in the original (primary) tumor. This definition could be the reason why early treatment of a primary tumor is ineffective against metastatic tumor cells. As the definition suggests, the accepted model for the metastasis of tumor cells is through clonal evolution, where secondary tumors have similar genomes to the primary tumor. Recent studies suggest, however, that this may not be accurate. Significant divergence between primary and secondary tumors in renal cell metastases and breast metastases has been discovered in recent studies. An alternative model, one of a parallel evolution, would explain why therapies aimed at primary tumors are unsuccessful against metastatic cells. Further research on this alternative model could lead to therapies that not only target the properties of the primary tumor but also those of the secondary tumor and save many from the burden of fighting cancer again. Methods This study took 386 breast cancer patients and split them into two groups. M0, patients showing cells with no metastasis, and M1 patients, those that showed metastasis and performed a genomic analysis, or comparative genomic hybridization (CGH) of the Cytokeratin... ... tumor cells that could potentially disseminate, mutate, change, and grow into another tumor. More emphasis needs to be put on the development of disseminated cells because the changes in their growth cannot be reflected by the genomic data obtained from the primary tumor data; as a result, they can not be dealt with in the same manner. The main idea of this study is to underscore: "the need to validate potential cellular targets for adjuvant and systemic therapies on disseminated cancer cells directly"( Cancer Cell: July 2003). The paper that is being discussed is : Gray, J.W., Evidence emerges for early metastasis and parallel evolution of primary and metastatic tumors. Cancer Cell July 2003. Schmidt-Kittler, O. et al., From latent disseminated cells to overt metastasis: genetic analysis of systemic breast cancer progression. PNAS 100, 7734 (2003).

James Prescott Joule :: biographies biography bio

James Prescott Joule was born December 24, in 1818. James Joule was born into the wealthy brewing family of Benjamin and Alice Joule. In 1847 James Joule married Amelia Grimes, a daughter of the Liverpool Comptroller of Customs. James Joule and Amelia had three children: Benjamin Arthur (born 1849), Alice Amelia (born 1852) and a son who died in 1854 along with his wife during child birth. In 1843 James Joule read his paper to the British Association, entitled "On the Calorific Effects of Magneto-Electricity and on the Mechanical Value of Heat." This paper described the physical constant that showed that heat was a form of energy. This constant is known as "J", or "Joule's Equivalent." The unit of heat, work and internal energy are measured in joules (J). James Prescott Joule died October 11 in 1889. James Joule is buried in Westminster Abbey along with other famous people. Those Who Inspired John Dalton James Joule was tutored as a young boy by John Dalton: John Dalton was a well known Chemist and Physicist. John Dalton was born September 6 in 1766 and died July 27 in 1844. John Dalton is most recognized for his findings, which later is known as "the atomic theory". The atomic theory is the theory of the nature of matter. It states that: "all matter is composed of atoms." Lord Kelvin James Joule worked with Lord Kelvin on experiments, which later became know as the Joule-Thomson Effect: Lord Kelvin was a well known Mathematical Physicist. The well known "Lord Kelvin" born as William Thomson, June 26 in 1824 and later died December 17 in 1907. William Thomson later became the 1st Baron Kelvin, he was known as "Lord Kelvin." Lord Kelvin is most recognized for his work in thermodynamics and Kelvin temperature scale. Rudolf Julius Emanuel Clausius James Joule was inspired by the work of Rudolf Julius Emanuel Clausius: Rudolf Julius Emanuel Clausius was a Physicist and a Mathematician. Rudolf Julius Emanuel Clausius was born January 2 in 1822, and died August 24 in 1888. Rudolf Julius Emanuel Clausius is most recognized for his work in thermodynamics. Rudolf Julius Emanuel Clausius introduced the concept of entropy. The Experiments (Known Today as Research) Paddle Wheel Experiment James Joule's Paddle Wheel Experiment determined the existence of a relation between heat and mechanical work. He established this by a method involving the churning water in a calorimeter by means of paddles driven by various falling weights. Through this experiment James Joule established what we call today the First Law of Thermodynamics.

Latino Culture Essay

Latino culture has many different traditions that contribute to literature by Hispanic writers but the importance of family is one of the most important to Latinos. Many of these other traditions include religion and gender roles. Family life also can affect the way children can develop and how they do in school. And all of this contributes significantly in Hispanic literature. Familismo is the term used by Latin Americans for the close connection that is maintained within the family. They believe family should come first before all individual needs. This can be a good and bad thing. It is obviously good because there is a special bond made within the family that is very hard to break. It could be bad though because your family may be holding you back from your full potential and by giving up your individual goals. In the Latino Family, men and women have dignified roles that differ from different ethnicities. Machismo is a term used for Latino men and it refers to a man’s responsibility to protect, serve, and defend his family. Men are the leader in the Latino household and whatever he says goes. Marianismo is the term used for Latina women. They are encouraged to strive to be like Virgin Mary and try to be â€Å"spiritually strong, morally superior, nurturing, and self-sacrificing†. The family to Latino Americans is an essential piece of their culture that they would do anything for.

Book Review of Drinking Essay

Caroline Knapp writes eloquently and honestly, yet often starkly, about her life as a â€Å"functioning alcoholic. † Ms. Knapp graduated Magna cum laude from Brown University, was a contributing editor at New Woman magazine as well as the Boston Phoenix. She wrote for many other magazines as well and was the author of Alice K’s Guide to Life. She was born into an upper-class family, one of two twin girls, daughter of a psychoanalyst father and an artist mother. Yet despite all the gifts seemingly bestowed upon her, from her earliest memories Ms. Knapp felt that she was different in some way; that she needed something to sustain her and help her travel through life; her particular crutch became alcohol. Carolyn’s family, though a model of respectability and stability on the outside, had their own particular demons to deal with. Carolyn’s father was described as â€Å"cold, remote, and inaccessible, an alcoholic involved in extramarital affairs. † (Handrup, 1998, p. 1). Her mother seemed to be â€Å"preoccupied with breast cancer throughout much of Knapp’s childhood,† and â€Å"was seemingly unaware of the inner life of her children. † (p. 1). Carolyn relates stories of her father’s previous marriage which produced three children, and the confusion that came along with the ex-wife and the younger son who was born with fetal alcohol syndrome and whose erratic behavior frightened Carolyn. The theory of nature causing alcoholism pretty much goes out the window on this particular case as Carolyn’s twin sister Becca never turned to alcohol or any other addictive behavior to cope with a life that virtually mirrored Carolyn’s own. The disability of any alcoholic seems to be an intense need for protection; an inability to weather the storms of life alone, the absolute craving for a friend, a lover that will carry them through the rough times. In fact, Ms. Knapp felt about alcohol the exact same way she imagined others felt about their lovers. It was something she craved, obsessed over, and thought about constantly. Ms. Knapp’s â€Å"rough times† in life soon translated into absolutely anything at all, good or bad. The sun was shining, or it wasn’t, the cashier at the grocery store was unfriendly, or perhaps too friendly, somebody died, a baby was born. Every nuance of life became too difficult to deal with, the emotions that accompanied normal day-to-day living were too much to process without a drink—or two, or three, or four. Ms. Knapp wryly notes that living without alcohol is like being â€Å"forced to live alone without the armor. The armor, of course, is protection from all the things we might actually feel, if we allowed ourselves to feel at all;† (Knapp, 1996, p. 113) Comfort became an absolute necessity, and Caroline remembers that from the time she was able to sit in her mother’s lap she would rock herself back and forth, and that this bizarre behavior continued for more years than she cared to remember. â€Å"Later I developed a more elaborate system: I’d get on my knees and elbow and curl up in a ball on the bed facedown like a turtle in its shell, and rock away, for hours sometimes†¦I was deeply embarrassed that I did this, ashamed of it, really, but I needed it. I needed it and it worked. The truth? I did this until I was sixteen. The rocking was just like drinking. † (Knapp, 1996, p. 62). So, from the comfort she derived from rocking–for hours sometimes– Caroline â€Å"graduated† to a more sophisticated form of self-comfort—alcohol. She never came to a satisfactory conclusion as to why that comfort was so essential to her. â€Å"I still don’t know, today, if that hunger originated within the family or if it was something I was simply born with. In the end I don’t suppose it matters. You get your comfort where you can. † (p. 61). While Knapp faced few serious medical issues as a result of her alcoholism, she nonetheless suffered through the physical challenges her addiction brought such as the soon-daily hangovers, headaches and nausea. She suffered blackouts on occasion, and another woman one day remarked about all the tiny broken blood vessels on her nose—a classic sign of the habitual drinker. Knapp combined two addictions for a period of time; anorexia and alcoholism. She felt like the anorexia gave her control over her life, and the alcoholism made it possible for her to continue the anorexia. She notes during her anorexic phase that â€Å"I simply couldn’t stand the starving anymore, couldn’t go on without some kind of release from the absolute rigor and vigilance and self-control, and I’d go out and eat like crazy and drink like crazy. These episodes were usually preceded by some glimmer of insight into my own loneliness, some gnawing sense that my hunger was more than merely physical. † (Knapp, 1996, p. 141). The psychological consequences of this intense need for protection in the form of alcohol were many; Knapp notes several times how impossible it was to maintain any type of intimacy in relationships when she had a whole secret life that nobody else knew of. She felt she was one person at work– the responsible, hard-working, intelligent and dedicated writer– another with each of her boyfriends, another with her parents and siblings, and perhaps could only let her true self come through when she was alone with her lover, her glass of bourbon. Caroline felt an emptiness deep inside, that nothing could counteract except alcohol. She also felt an enormous sense of powerlessness in her own life, and described it in this way: â€Å"As a rule, active alcoholics are powerless people, or at least a lot of us tend to feel that way in our hearts. † (Knapp, 1996. p. 178). Perhaps because she was a classic example of the functioning alcoholic, few people in Caroline’s life ever mentioned her drinking to her as being a problem. When her mother told her that perhaps she was drinking a bit too much, Caroline promised she would only drink two drinks a day, no matter what. When she was unable to keep that promise, she found one excuse after another. Her own sister, while realizing the problem, skirted the issue with Caroline. While Becca didn’t come right out and say that she thought her sister was an alcoholic, Caroline felt shame because she knew on some level her sister knew. Friends and boyfriends alike, seemed to accept the fact that Caroline drank, never seeing much below that superficial level of awareness. Although there were moments of clarity when Knapp realized she must stop drinking, (such as the time she was drunkenly swinging her best friend’s two daughters around and fell down, narrowly missing injuring the children), in the end it was no one thing that prompted her to enter rehab. She felt that it would take â€Å"great courage to face life without anesthesia,† (Iaciofano, 2004, p. 13) yet, in the end, she was able to pull that very courage from somewhere deep inside herself. Ms. Knapp’s story, full of bad relationships, years of self doubt and pain, strong addictions and family issues, psychologically goes far beyond the disease of alcoholism itself, and offers tremendous insight into the gut-wrenching need for something to ease the pain that life inflicts. Ms. Knapp notes that â€Å"You take away the drink and you take away the single most important method of coping you have. How to talk to people without a drink†¦.. How to experience a real emotion—pain or anxiety or sadness—without an escape route, a quick way to anesthetize it. How to sleep at night. † (Knapp, 1996, p. 254). References Handrup, Cynthia Taylor. (July-September 1998). Drinking: A Love Story. Perspectives in Psychiatric Care. Retrieved April 20, 2006, from http://www. findarticles. com/p/articles/mi_qa3804/is_199807/ai_n8791537/print Iaciofano, Carol. (June 16, 2004). Lyrical Essays Trace a Woman’s Short Yet Rich Life. Globe. Retrieved April 21, 2006 from http://www. arlindo-correia. com/061203. html Knapp, Caroline. (1996). Drinking: A Love Story. New York, Bantam Dell, A Division of Random House.

Avon - Hello Tomorrow Campaign

Avon, the oldest cosmetics company in the United States and the world’s largest direct seller, received a much needed boost with Chief Executive Officer (CEO), Andrea Jung, at the helm (Creed and Laichas). Andrea became the company’s first female CEO in 1994, marking the beginning of a brand turnaround (â€Å"Avon Products, Inc. †). From its humble beginning to becoming the cosmetic giant that it is now, Avon has had a number of trials and bounce backs. It’s most recent success, the Hello Tomorrow global campaign was launched in response to lacking sales in 2005 (Elliott). The campaign goal was to restructure the company, reinvest in the brand as well as the sales representatives, all while spreading the word that Avon understands and empowers women all over the globe (Creed and Laichas, Elliott). Avon, originally named the California Perfume Company, was born in the 1880s, when David H. McConnell, a door-to-door book salesman, began to offer small bottles of perfume to the women who would allow him to come into their homes and talk about his books. It did not take him long to figure out that the women were more interested in the perfume than they were the books he was selling. Taking a leap of faith, Mr. McConnell stopped selling books completely to focus on the perfumes. Working from home in New York City, he brewed five different scents which he named the â€Å"Little Dot Perfume Set,† consisting of heliotrope, hyacinth, lily of the valley, violet, and white rose. He intended to sell the perfumes directly to customers utilizing all of the contacts he had made during his time as a traveling door-to-door salesman (â€Å"Avon Products, Inc. †). The first Avon Lady he recruited was the wife of a U. S. senator, Mrs. P. F. E. Albee, of Winchester, New Hampshire. Mrs. Albee was able to recruit and train a sales team of one hundred within the first six months. That number continued to climb steady, to over five thousand after twelve years. The company, excited about the growth, wasted little time in offering new scents to the perfumes along with other products. Ten years after the company’s beginning the first catalog was made, complete with illustrations, and a new production facility was built in Suffern, New York. This is also when the first products bearing the Avon name were released. Mr. McConnell was inspired by the landscape around their new facility, stating it reminded him of William Shakespeare’s home of Stratford-on-Avon, England. This product line consisted of cleanser, a toothbrush, and a vanity set (â€Å"Avon Products, Inc. †). Avon’s sales suffered during the Depression and World War II, however after the war more women began to look for ways of making money that would not interrupt there family life, quadrupling the sales force. In 1954, Avon launched its first television advertisements with the famous, â€Å"Ding Dong, Avon Calling,† slogan. They also jumped into the Latin American market by opening up offices in Puerto Rico and Venezuela. Three years later in 1957, the first office in the United Kingdom was opened with the name, Avon Cosmetics, Ltd. (â€Å"Avon Products, Inc. †) Today, Avon is sold via direct sales by over five million independent sales representatives in one hundred forty three countries, to nearly three hundred million customers (Avon Products, Inc SWOT Analysis 2008). The year 2005 was described by Business Week magazine as a year of collapse for Avon, with the United States, Mexico, as well as Central and Eastern Europe sales less than expected. CEO Andrea Jung stated that it was a tough year, but one that she would learn from. She learned a lot about both herself and the business. Publically making these statements were seen by many to be on of her defining moments, she practiced humility, which is one of Avon’s founding principles. The Hello Tomorrow campaign was a long time in the making, one that required changes not only in their marketing strategy, but also in the entire company’s way of operating (Creed and Laichas). Turing the company around was not an easy task. The company had always been run according to its entrepreneurial beginning; it had to be transformed into a globally integrated and managed business. In order to accomplish this transformation and remain the top spots in both the direct selling and cosmetics industries would require a large monetary investment. CEO Andrea Jung stated, â€Å"We needed to sustain investment in the brand, step up investment in our channel, and continue to drive out costs and manage for the long term. † Avon had to completely reorganize itself. CEO Jung believes that you have to base your organizational structure according to your strategy. With Avon, the company had become too large to function properly on the way it had been organized (Creed and Laichas). The Avon management team decided to do what they could to free up just over seven million from restructuring and analyzing costs, along with other changes, and then reinvest the money back into the company through both representatives and the brand (Creed and Laichas). Avon hired the advertising firm, Soho Square in New York, to begin developing the creative aspect of this global campaign, set to launch in the spring of 2007. Nicola Bell, a client services director for Soho Square, knew that the Avon name was a classic; they just needed a fresh jump start to firm the brand into the minds of consumers (Elliott). While analyzing costs, CEO Jung discovered that the current fifteen layers of management were no longer necessary. It could easily be cut back to eight layers, saving the company two million dollars. Four thousand five hundred, middle to senior management, representatives from all around the world would be removed from their positions. CEO Jung went to meet with all members of management face-to-face to let them know about the â€Å"de-layering,† as she called it. This was done before any decisions on who would go and who would stay were made (Creed and Laichas). Holding true to the decision to invest in the representatives, Avon changed the compensation plan to a universal multilevel plan and also reevaluated the commission rates, which vary depending on the market. They also took a close look at the frequency of the advertising campaigns they ran in Central and Eastern Europe, deciding to put more into their marketing efforts there (Creed and Laichas). One of the company’s biggest investments was in technology. A more user friendly website was created for representatives to use. It quickly became a much more efficient way for independent sales representatives to run their business. They can easily place orders, check product availability and process returns. Independent sales representatives even have the ability to generate prospective emails from the website. They can choose one for a given campaign or they can design their own. This investment in technology proved to be one of the company’s strengths, making Avon’s SWOT Analysis, compiled by Datamonitor, in April of 2007 and June of 2008 (Avon Products, Inc. SWOT Analysis 2007, 2008). The company also invested over ninety million dollars on brand advertising. The Hello Tomorrow campaign integrated both brand and channel, another first for the company. CEO Jung was quoted as saying, â€Å"The channel or the brand, that’s a very deliberate and strategic question, and I think the power of Hello Tomorrow, and Avon in its second chapter, is we can do both,† when asked about the strategy. She believes that by the company raising the brand so highly excites the representatives as much as it does the final customers, motivating them to drive their campaigns harder (Creed and Laichas). In yet another first for Avon, they made all prospecting and marketing materials around the globe look the same, from handouts, to television commercials, to the brochures. By using this massive, uniform, global campaign Avon hopes to portray the company’s enthusiasm for both the beauty industry and their channel onto others and building morale among the remaining workers (Elliott). The first two commercials Avon launched for the Hello Tomorrow campaign were focused on recruiting more independent sales representatives. One was based primarily on the traditional sales techniques of door-to-door selling, emphasizing the excitement of the sale as well as the strength of the brand. The other commercial focused on the flexibility of running an online Avon business, thus allowing women who may not have enough time for traditional sales the option of sticking strictly to sales via the internet. Avon is confident that the products will sell themselves once people try them, the more sales representatives they have pushing their product the better off they are (Elliott). Happy with the results of the campaign in Avon test markets, including Brazil and China the Hello Tomorrow campaign was officially launched. The company found that their two different advertising strategies would payoff by targeting women on an emotional level (Elliott). Continuing to fulfill what Avon views as their social obligation to women, it was announced on August 1, 2007, that actress Reese Witherspoon had joined the Hello Tomorrow team as the first ever Avon Global Ambassador and honorary Chairman of the Avon Foundation. The Avon Foundation was developed to focuses on improving the lives of women, ending domestic violence, finding a cure for breast cancer, and instigating emergency relief standards. During her induction speech Reese said, â€Å"Avon is more than an iconic world class beauty leader. It is a company that is known the world over as a crusader for women’s causes. I’m] proud to be joining the great philanthropic work [that Avon has established],† (â€Å"Reese Witherspoon is An Avon Woman†). In addition to adding the fresh faced beauty on board, Avon also set up a global Hello Tomorrow Fund. In the United States, five thousand dollars is given out weekly to women who submit their name to Avon. The compa ny chooses people with ideas, projects, or programs that empower women and improves society. Each country where funds are received have set up their own guidelines unique to their culture (â€Å"Avon Hello Tomorrow Fund†). The re-branding strategy Avon used with the Hello Tomorrow campaign is listed as an opportunity on the company’s SWOT Analysis dated June 18, 2008. One of Avon’s biggest threats is their competition; L’Oreal, Revlon, Procter Gamble and Estee Lauder are all waiting in the wings for Avon to stumble. From the time the Hello Tomorrow campaign rolled out until the time the 2008 SWOT analysis was compiled, Avon had a sixteen percent growth in profit from their Color Line and a twenty percent growth in their fragrance line (Avon Products, Inc. SWOT Analysis 2008). Now that CEO Andrea Jung restructured the management team, those at the higher levels are closer to both representatives and the market; they believe that this will help them keep a handle on this ever changing business. Andrea stated that â€Å"We now manage this business for the long term and make the decisions not just for the next quarter but for what is good for the business in the long term,† (Creed and Laichas). Avon’s next global launch will be for a new fragrance, Bond Girl 007, which they have teamed up with James Bond entertainment franchise to develop, it will be released October of 2008 (Avon Products, Inc. SWOT Analysis 2008). https://help.ebsco.com/interfaces/EBSCOhost/EBSCOhost_FAQs/How_do_I_set_up_direct_links_to_EBSCOhost_profiles_and_or_databases http://www.bellarmine.edu/library/proxy_link_ebsco/ http://bu-branding.blogspot.com/2007/03/ http://coelhathoughtsjland.blogspot.com/2008/04/happy-freedom-dayfridayreese.html

The Individual and Society Essay Example | Topics and Well Written Essays - 750 words

The Individual and Society - Essay Example The individual has violated a type of social norm referred to as injunctive norm. Injunctive norms commonly refer to what is approved or disapproved by the culture, and they encourage behavior through the informal social sanctions. In other words, injunctive refer to the perceptions of what it is supposed to be done (De Cremer, Murnighan and Van Dick 69). For example, the individual has violated of what it is perceived to be done, not to litter the environment. The society in general, requires that the environment is kept clean and the incidences of littering are considered to be against the social norms. Thus, the individual has violated the social norms that require the environment to be kept clean. In USA, there are several organizations and interest groups that have taken the initiative of keeping the environment clean through methods such as litter prevention. Keep America Beautiful, Inc. (par. 6) asserts that littering is a personal choice. In other words, it is an individual behavior to choose to litter on the ground. 83 percent of the litter is disposed properly meaning that most people hold the notion that littering in the wrong places is not good. Thus, litter prevention is a social norm that is accepted by most people living in the USA. It will not be proper for an individual to litter in the wrong places in USA. As stated earlier, choosing to litter (that is, to litter on the ground) is an individual behavior. According to Keep America Beautiful, Inc. (par. 6), 81 percent of individuals litter intentionally; through methods such as flinging, dropping or flicking. It further states that individuals tend to litter in environments already littered. Some of the individuals believe that litter prevention is not their responsibility. These people lack sense of ownership for beaches, walkways, parks and other public places. They believe that someone will pick