Proceso expedito para tramitación urgente de visa

Proceso expedito para tramitaciã ³n urgente de visa Cuando se inicia una solicitud o peticiã ³n risk el Servicio de Inmigraciã ³n y Ciudadanã ­a (USCIS, por sus siglas en inglã ©s) los plazos de tramitaciã ³n pueden ser muy largos. Por lo que es razonable plantearse si es posible acelerarlosâ mediante un pago premium. La respuesta es afirmativa pero sã ³lo en casos relacionados con peticiones por trabajo. En este artã ­culo se informa de los casos en los que se puede pedir el aceleramiento en la tramitaciã ³n de una peticiã ³n mediante un pago premium, quiã ©n lo puede solicitar, cunto se demora, cul es el costo y cã ³mo contactar con USCIS para resolver problemas o dudas que surjan en dicha tramitaciã ³n. Tramitaciã ³n expeditaâ con USCIS mediante un pago premium Es posible un pago premium en peticiones por trabajo, que comprende dos grandes grupos: cuando se solicita  para un extranjero una visa de trabajo temporalâ en la que el empleador debe utilizar el formulario I-129.o cuando el empleador utiliza una planilla I-140 para pedir por razã ³n de trabajo una tarjeta de residencia permanente, conocida tambiã ©n como green card. Tambiã ©n se admite, en casos extraordinarios, auto-peticiã ³n por parte de un trabajador. Esto significa que puede solicitarse en los siguientes casos: Visa E-1, comerciante al amparo de un tratadoVisa E-2, inversor al amparo de un tratadoVisa H-1B, trabajadores extranjeros especiales o modelos. En este caso el gobierno ha anunciado la suspensiã ³n transient del proceso expedito que se reanudar el 10 de septiembre de 2018.Visa H-2B, trabajadores temporales para trabajos no agrà ­colasVisa H-3, trabajadores en prcticas o visitantes de intercambio en el campo de la educaciã ³n especialVisa L-1, L-1B y LZ, trabajadores transferidos dentro de una empresa o subsidiarias de la mismaVisa O-1 para trabajadores con extraordinaria habilidad en Ciencias, Deportes, Arte, Educaciã ³n o NegociosVisa O-2 para trabajadores que child un apoyo esencial para los titulares de una visa O-1Visa P-1, P-1S, P-2, P-2S, P-3 y P-3S, para deportistas individuales y de equipo, artistas y individual de apoyo para participar en un programa o evento à ºnico o que formen parte de un programa de intercambio cultural.Visa Q-1, para extranjeros participando en un programa de intercambio social internacional Visa R-1 para religiososVisa TN-1 y TN-2, para canadienses y mexicanos al amparo del Tratado de Libre comercio (NAFTA, por sus siglas en inglà ©s)Visa EB-1, para extranjeros con habilidades extraordinarias, profesores e investigadores excepcionales y gerentes y ejecutivos de multinacionales.Visa EB-2, para profesionales con titulaciã ³n avanzada o habilidad excepcional.Visa EB-3, para profesionales, trabajadores especializados y otros trabajadores El USCIS puede suspender temporalmente el procesamiento premium para alguna de esas visas. En el momento en que se escribe este artã ­culo no est vigente ninguna excepciã ³n. Es decir, se puede aplicar para todas las peticiones enunciadas. Costo del procesamiento premium y a quã © da derecho En la actualidad es de $1.225. Sin ban, esta cantidad puede variar por lo que es muy conveniente verificar con la pgina oficial del USCIS. Si la solicitud se hace por web utilizando el sistema de e-record, el pago puede realizarse mediante tarjeta de crã ©dito, dã ©bito o transferencia desde una cuenta de un banco en Estados Unidos. Por el contrario, si se envã ­a una solicitud en papel, el pago debe hacerse mediante un check de un banco en Estados Unidos o por cash request. El pago da derecho a que el USCIS acuerde una respuesta en el plazo de 15 dã ­as naturalesâ a contar desde el dã ­a en el que se recibiã ³ la solicitud de procesamiento premium con su correspondiente pago.â La respuesta no significa siempre que se obtiene la aprobaciã ³n, sino que puede ser cualquiera de las siguientes: Una carta de aprobaciã ³n de la peticiã ³n de visa o de tarjeta de residenciaUna carta en la que se pide ms informaciã ³n o documentaciã ³n. Es lo que se conoce como Peticiã ³n de Evidencia o RFE, por sus siglas en inglà ©s.Una carta en la que se notifica la intenciã ³n de rechazar la peticiã ³n. Se conoce como NOID, por sus siglas en inglà ©s.Y, finalmente, puede que lo que se notifique es que se  inicia una investigaciã ³n porque se sospecha que la peticiã ³n es fraudulenta o se ha mentido en la misma o se ha presentado documentaciã ³n de apoyo falsa. En el caso de que USCIS haya respondido con una RFE o una NOID, el solicitante debe contestar en el tiempo que se le otorga en la notificaciã ³n. Y, una vez que el USCIS recibe lasâ alegaciones o la documentaciã ³nâ adicional que pidiã ³, tiene que responder en el plazo de 15 dã ­as naturales. En casos extraordinarios puede suceder que USCIS no responda dentro de los 15 dã ­as siguientesaâ haber recibido la peticiã ³n de tramitaciã ³n premium.â En estos casos est obligado a regresar el coste del trmite y, adems, a responder inmediatamente.â Adems, el pago premium da derecho an utilizar un telã ©fono particular gratuito, el 1-866-315-5718, para resolver dudas o hacer preguntas relacionadas con la peticiã ³n de la visa. Cã ³mo se solicita el pago premium para acelerar una peticiã ³n con USCIS El formulario para solicitar laâ aceleraciã ³n de los trmitesâ es el I-907. La solicitud se puede realizarâ conjuntamenteâ con el envã ­o de los formularios I-129,â en el caso de visa de trabajo worldly, o I-140, cuando se solicita la tarjeta de residencia por trabajo. Tambiã ©n puede enviarseâ por separadoâ en un momento back. Resaltar que la peticiã ³n de tramitaciã ³n acelerada sã ³lo la puede solicitar la empresa o emprendedor o su abogadoâ que child los que piden la visa. Nunca puede solicitarla el beneficiario de la peticiã ³n, excepto en el caso en el que un trabajador de cualidades excepcionales solicitaâ una tarjeta de residencia para sã ­ mismo sin patrocinador. Por el contrario, el pago del formulario I-907 pueden efectuarlo no sã ³lo la empresa oâ su abogado, sino tambiã ©n la persona extranjera que resultarã ­a beneficiada por este trmite.  ¿A quã © no da derecho el pago premium para acelerar los trmites? En groundwork lugar, este pago no levanta los lã ­mites anuales en el nã ºmero de visas que se pueden aprobar dentro de cada categorã ­aâ por aã ±o monetary. Es decir, si se ha agotado el nã ºmero de visas disponibles, con o sin pago premium feed que esperar al siguiente aã ±o monetary para que se abra de nuevo la disponibilidad de visas. Tampoco da derecho a beneficios additional en los casos en los que existe una loterã ­a para determinar quiã ©nes child los beneficiados de una visa, como por ejemplo con las visas de la familia H, en specific con la H-1B para profesionales. En los aã ±os en los que el nã ºmero de concerns excede en menos de una semana al all out de visas disponibles para un aã ±o monetary se procede a decidir por sorteo quiã ©n es el ganador. El pago de procesamiento premium no da ventaja en esa loterã ­a. En tercer lugar, el pago premium no se admite en visas o en tarjetas de residencia cuyo proceso se inicia con formularios distintos al I-129 o al I-140. Por ejemplo, no es posible en las visas de turista, estudiante, intercambio, and so on. Tampoco en las peticiones de green card por razã ³n de familia, algunas de las cuales sufren grandes demoras, como child los casos deâ las peticiones de ciudadano americano para hermanos, hijos casados o hijos solteros mayores de 21 aã ±os o las de residente para sus hijos solteros mayores de 21 aã ±os. Este artã ­culo es informativo. No es asesorã ­a lawful para ningã ºn caso concreto.

Skills in customer service: A handbook

Aptitudes in client assistance: A handbook Relational abilities beneath please clarify how each progression would be utilized to give incredible client support aptitudes. Eye to eye Eye to eye gives great client support by conveying/growing great relational connections. It permits the client to draw in with the operator better. What's more it permits the client to feel significant on the grounds that the operator has given committed time to that client. By having an up close and personal it enables the specialist to gage what the client needs and give better client support thus. Phone for example call focus A call to a call community permits the client to talk about their needs as and when it suits them. For instance they are not represented by the shop opening occasions of Monday to Friday 9am †5pm. As it very well may be more earnestly to comprehend correspondences by means of telephone it implies that the operator needs to listen all the more fastidiously, this ought to along these lines help the client feel comprehended and acknowledged. Building affinity By building an affinity the client feels as though the operator is keen on what the client needs to state and the client feels as though they partner with the specialist. By the client feeling comprehended the client is bound to be free accompanying data and this will help the operator in giving the client a superior assistance. Viable tuning in By the specialist exhibiting great listening aptitudes the client feels as though he/she is significant and that the operator wishes to help the client. Emotional correspondence is a two way process you need to tune in so as to comprehend the issue then you must have the option to ask the client important inquiries to create as great a relationship as could reasonably be expected. Addressing By examining the client with significant inquiries you can show that you have tuned in. It likewise helps you in supporting the client to build up their itinerary items. This eventually increases higher commission levels for the office. Building up an exchange Verbal correspondences is a key component of as a business specialist. By building up a discourse you show enthusiasm for the client, you can likewise show that you give it a second thought and need to comprehend the clients singular needs to best serve them Non-verbal correspondence for example non-verbal communication, eye to eye connection All however verbal correspondence is significant, it isn't the most utilized. Non-verbal correspondence is utilized around % of the time. By keeping great eye to eye connection with the client you help to build up a feeling of enthusiasm with that client. What's more by guaranteeing that you don't fold your arms and leave your body as open as could be expected under the circumstances. This is on the grounds that crossed arms exhibits that you are feeling cautious and this makes an air of expectation and conceivably physiological distress. Composed Communication Ensure that every composed correspondence are composed with acceptable linguistic structure, that there is no spelling issues and that right accentuation is utilized. It is imperative to utilize the right welcome as to not make offense the client. By guaranteeing that all archives are effectively organized assists with guaranteeing that the client is managing a boni fied proficient association. Grievance Handling Which aptitudes might you be able to appear all through every method? Tuning in When managing a client objection show that you give it a second thought. One significant piece of this to permit the client to talk. By tuning in to what the client needs to state you would then be able to begin to turn out to be the manner by which to manage this issue. It will likewise permit you to set up any inquiries you have to pose so as to build up the full situation of the consistent. Addressing By asking the client applicable inquiries you can help build up a case record you have to best help the client. It likewise exhibits to the client that you have been tuning in to their concern and that you wish to assist them with settling it where conceivable Sympathizing By relating to the client you exhibit to the client that you care about what has occurred and that you wish to do all inside you capacity to support them. Identifying help the client to feel as though they are being paid attention to. By the client feeling as though they are being paid attention to it implies that they can accept that the circumstance will be managed in an expert way. Understanding the issue By understanding the current issue the operator can work out the best answer for resolve the issue. This may mean chatting with different partners or alluding the issue. The operator can guarantee that all portions of the circumstance are represented and managed. Assuming responsibility for the circumstance By having one individual from staff being responsible for managing the objection it assists with guaranteeing that the circumstance is managed effectively. It likewise consoles the client that they will be managed in an expert and equipped way. Concurring arrangements When the worker has esteemed at any rate one reasonable arrangement Development Introduction of yourself Show how an individual from staff ought to be introduced Introduction of the association Underneath clarify how the earth ought to be introduced The outside: The outside of the store ought to be perfect, this implies guaranteeing that windows and entryways are washed and that the way is cleared and looks adequate. Window presentations ought to be organized: They ought to be level, fresh and eye getting. The data ought to be clear and succinct. The inside: The inside ought to be sufficiently bright. The floors ought to be floated and kept clear from garbage and mess. The racks ought to be all around supplied and the leaflets in plain view ought not be torn or wrinkled. Those that are torn or wrinkled ought to be evacuated. The handouts ought to have a structure for simpler distributing, for example handouts that are for overall travel ought to be in the overall travel area where as pamphlets that are UK the travel industry ought to be situated in the UK the travel industry segment. Staff ought to guarantee that when they place leaflets on the shelf’s they follow the organizations racking approach. Staff work areas ought to be slick and clean. This will enable clients to feel as though they are managing experts. Collaboration If it's not too much trouble clarify the significance of the accompanying when working in a group †guarantee you clarify each progression and the conceivable result. Inspiration Inspiration is significant on the grounds that it directs an associations profitability. Keeping groups propelled implies that everybody feels mindful and assists staff with building up a feeling of significance and implies that they put all there exertion into their work. By creating inspiration deals are bound to be higher and in this way the specialist is of more advantage to the office Group jobs At the point when jobs are characterized to staff it assists with building up a structure, consequently this assists with characterizing what every worker is answerable for doing to accomplish the business objectives and goals. By building up an away from of who is answerable for what job implies that representatives can accomplish work without fundamentally meddling with others work, this implies work is done to a speedier and better quality. Assignment of errands By assigning staff with errands implies that they have clear targets and undertakings that they should finish so as to be effective. By guaranteeing that workers comprehend what is anticipated from them they can build up an arrangement on how they will accomplish this assignment and if conceivable surpass it. This is then useful to the business as it implies that income is high, staff and client moral is likewise high and will undoubtedly prompt recurrent business as the client is content with the result. Lines of power By having set blueprints of power it causes all subordinates to know who they address in regards to issues In the since a long time ago run this helps with guaranteeing that the association keeps up successful correspondence. By guaranteeing that away from of correspondence are kept it takes into consideration issues to be managed in a speedy and simple way. This implies a client can have their issues managed in a powerful way. This will guarantee that the client stays happy with any issues that may have happened. What are the advantages of collaboration to partners, clients and the association? The advantage of collaboration for associates: By representatives cooperating it permits them to handle an issue with numerous perspectives. This can help them in finding the best result for that given circumstance. Collaboration can assist representatives with building up their relational abilities. This can assist them with becoming progressively self-assured and feel as though they settle inside the association. By guaranteeing cooperation is a solid ethic it assists with building up a multi-social condition where assorted variety includes a solid spot inside the association. By building up a various domain it encourages all representatives to bond. The advantage of cooperation to clients: Great degrees of cooperation implies that representatives feel more joyful and this can be detected by clients. By guaranteeing that clients feel great vibrations from clients from employee’s implies that a client is bound to feel good and buy. By representatives filling in as a group it permits the workers to build up their skills and shows polished methodology to clients. This assists with causing clients to feel progressively certain with the administration they are to be advertised. The advantage of cooperation to associations: By an association having staff that function admirably inside a group setting it permits the business to build up a decent culture that takes into consideration efficiency to be at an ideal and consequently implies that benefit is probably going to be higher. This implies workers are progressively ready to fulfill the requirements of the client and the client bound to offer recurrent business. In the event that representatives fill in as a major aspect of a group it can enable a business to stay with separation laws as the workers feel increasingly associated and more averse to oppress one and other.

Reading the text Play and Child Develpoment and Respond - 1925 Words

Reading the text Play and Child Develpoment and Critically Responding (Essay Sample) Content: Running head: PLAY OBSERVATION PAPERPlay and Observation PaperName:Institution Affiliation:Prof:Course:Introduction.The historical backdrop of youngsters' play built up its very own existence amid the nineteenth century, with the insightful exploration endeavors of people. In spite of these researchers reflected contrasting suspicions about the play, their joined efforts, expanding on the prior work savants, maintained playà ¢Ã¢â€š ¬s the focal point of kids' advancement (Isenberg Quisenberry, 2002). Our history of pre-rational and sound involvement with kids play acts as a premise for our present endeavors to analyze the game. Over the previous century, the study on kids' play added to hypotheses about assume and its part being developed. Taking a gander at the endeavors to comprehend game, we see an assortment of talking points for play and a more extensive variety of speculations to understand it (Frost, Wortham Reifel, 2008). Dissimilar to grown-ups, preschool youngsters are not ready to verbalize how they feel. They encounter the same sentiments and express them through play. Since they feel safe in play, and because a play is an essential movement in the preschool years, youthful youngsters show the full scope of their sentiments in play exercises (Isenberg Quisenberry, 2002).Frost, Wortham Reifel, (2008), suggested that play can be cathartic. Youngsters use play to decrease nervousness and comprehend traumatic encounters. They may reproduce an unsavory affair, again and again, to acclimatize it and decrease the force of emotions. Kids likewise utilize play to express positive emotions, for example, euphoria and satisfaction and additionally forceful sentiments. As they externalize these emotions through play, they build up a feeling of authority and control. After they express negative emotions, for example, trepidation and animosity, they can proceed onward to express more positive sentiments. At the point when negative sentiments ha ve been determined, kids can move to different sorts of expression in their play (Isenberg Quisenberry, 2002). In spite of the fact that declaration of feelings can be displayed in a single play, the sociodramatic play has a noteworthy capacity in passionate advancement. As they take parts in the emotional play, youthful youngsters can carry on connections and experience the sentiments of the individual in the part they are playing. By participating in various parts, they can express enthusiastic reactions to the parts, which lead them to comprehend contrasts in sentiments and create critical thinking abilities Sociodramatic play advances passionate improvement and sentiments that outcomes in a more prominent sentiment power, feeling of satisfaction, and positive sentiments of self (Frost, Wortham Reifel, 2008).A scenarioThere are various thoughts that commanded play grant all through the twentieth century, and also different developing hypotheses that are driving us into the 21st century. These beliefs are outlined with a case of kids at play, indicating how play must be comprehended from various points of view. Having the capacity to put on different hypothetical lenses permits the onlooker of the game to understand its numerous implications (Isenberg Quisenberry, 2002). For instance, most folks play look-a-boo with babies and little children, nestle them, converse with them, and give toys. Be that as it may, as the youngster develops and is gone starting with one guardian then onto the next, play authority abilities regularly take a rearward sitting arrangement to the pedantic guideline, planning, and scholarly interests. Great play pioneers regard kids and play; they sense the stream of youngsters' play, remember this as the arrival of extreme imaginative driving forces, and know this is the stuff from which learning and advancement rise (Frost, Wortham Reifel, 2008).Scientists inspired by the way of play in kids with incapacities have directed studies c ontrasting the play of youngsters and particular inabilities with the play of associates who have run of the mill advancement. The play of youngsters with particular incapacities has additionally been contemplated to decide how changes in nature and adjustments of toys can improve play open doors for kids (Isenberg Quisenberry, 2002). The utilization of innovation, especially PCs, for a change of play potential outcomes for all youngsters in the classroom, is turning out to be more pervasive. Most essentially, change of the open air environment has turned into a critical outline challenge inside the most recent two decades as play authorities have looked to make outside play more available to kids with a wide range of handicaps, (Isenberg Quisenberry, 2002).Parten theory and its viewsAs indicated by Parten, as kids got to be more seasoned, enhancing their relational abilities, and as open doors for companion connection turn out to be more normal, the nonsocial (singular and para llel) sorts of play turn out to be less basic, and the social (acquainted and agreeable) sorts of play turn out to be more common, (Isenberg Quisenberry, 2002). Cutting edge researchers concur that Parten's hypothesis has contributed considerably to our comprehension of play, keeping in mind elective characterization plans have been proposed, Parten's phases of play are still broadly used (Frost, Wortham Reifel, 2008). Nonetheless, there is a difference on whether there is to be sure a succession of play stages that youngsters experience à ¢Ã¢â€š ¬ for instance, whether little children are truly not able to play agreeably, and whether lone play in more seasoned kids is less regular or an indication of immaturity. Option clarifications recommend that sorts of play might be affected by different circumstances, (for example, how well the kids know each other) (Isenberg Quisenberry, 2002).As indicated by the hypothesis and the writings of Parten in visualizing and depicting the way social play creates value for preschool kids. In her research on youngsters, Parten watched that social play escalates with time. She partitioned the advancement of social play into six classifications: abandoned activity, passerby action, (Isenberg Quisenberry, 2002). Lone play, parallel play, affiliated play, as well as effective play. The first two classes are thought to be non-play activities while the remaining three classes are pointers of social interest characterizes like that of vacant behavior. (Frost, Wortham Reifel, 2008).Connection of the theory to the playThe kid is not just into the play but rather watches the things that happen to be a similarly flitting hobby. In Parten's grouping, the child's development from single drama to plenty classifications of play is an effective formative step. Despite the fact that he trusted single play was the slightest adult type of the game, consequent exploration characterized other more develop parts for lone play. In the descript ion of the play as a non-interactive play, they found that socially prepared 3-year-olds who were common with their companions occupied with individual or parallel play exercises, for example, work of art and piece development, (Isenberg Quisenberry, 2002).From their particular work, Isenberg Quisenberry, 2002, found that half of the single play they watched comprised of actually coordinated exercises and instructive play. The discoveries from these and other comparative approaches demonstrate that lone plays won't be the consequence of interactive adolescence but an alluring type of play (Frost, Wortham Reifel, 2008). Investigations of single play uncover different reasons why kids lean toward the lone play.The decision might be essential because some undertakings are best expert singly or because a tyke longs some moments alone for meditation. Time alone may bring about productive practices. Kids may encounter genuine feelings of serenity, self-regulation, and control over thei r surroundings (Frost, Wortham Reifel, 2008). Albeit single play may demonstrate timidity or associate dismissal for a few, single valuable play can be identified with more satisfied states of mind and expanded readiness.Another zone of exploration has been the rates of youngsters who participate in the six classes of social play. Specialists have contrasted in their discoveries in the matter of what rates of kids take part in the parallel, acquainted, and cooperative play when contrasted with Parten's discoveries (Frost, Wortham Reifel, 2008). Two ideas have come up from these findings and others: The current preschoolers are less gifted in the larger amounts of interaction plays, and social stratification can have an orientation on levels of social play (Isenberg Quisenberry, 2002). Furthermore, the connection of the piece of cake has a hearing on the development exhibited in the single play. Interaction improvement in the early periods helps the kids to incorporate personalitie s in them fantastic and emotional play (Frost, Wortham Reifel, 2008). While babies and little children utilize their symbolization capacity in a single play, they use their extended intellectual and interaction efforts to associates with peers, (Isenberg Quisenberry, 2002). In this view, a few standards of the social play that add to social change and the tight clamp vasa are subj...

Money is extremely relevant in International relations...

Money is extremely relevant in International relations because money makes vast amounts of people and goods go around the world to exchange skills and money respectively. Bonds are the main link between money and the international system, due to the fact that governments spend more than they can raise in tax resulting in them selling bonds to make up for their credit, furthermore bad debts within banks are the reason countries go bankrupt therefore loaning money from other countries hence money influences foreign policy because states are always power seeking. The pursuit of power can without a doubt be related to money and this money can be found if a state associates itself with the economies of other states. The film characterises the†¦show more content†¦The international dimension is also characterized to be dependent on money because national security, which is a result of the international system, of states is dependent on the investment of funds made towards the military. International financial flows influence war and peace, the flows influence peace because bonds save countries from bankruptcy which reduces conflict between countries, but international financial flows influence war more than peace due to the mere fact that bonds finance wars- war would be impossible if there was no money to pay for it. Professor Ferguson states that ‘War is the father of the bond market’ because wars in Europe in the 14th and 15th Century were about bonds. International financial flows can influence war when different communities have different financial ideas which result in conflict, a minor example of this we see in early Venice whereby Jews were shunned upon for borrowing money at an interest rate because Christians did not allow it meanwhile a major example would be the war between communism (East) and capitalism (West) in the late 1900s which influenced other countries throughout the world, The cold war. 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Infact as Stogdill (1974) pointed out, â€Å"there are almost as many different definitions of leadership as there are people who have tried to define it.† One popular definition used for this subject is that â€Å"leadershipRead MoreEntrepreneurship: Venture Capital and International Information Programs12997 Words   |  52 Pagesare laws to enforce property rights and to encourage a competitive market system. The culture of a community also may influence how much entrepreneurship there is within it. Different levels of entrepreneurship may stem from cultural differences that make entrepreneurship more or less rewarding personally. A community that accords the highest status to those at the top of hierarchical organizations or those with professional expertise may discourage entrepreneurship. A culture or policy that accordsRead MoreBusiness Btec Unit 33 - Whole16196 Words   |  65 Pagesmodem in order to have internet connection. 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Leadership Styles And Theories Of Leadership - 857 Words

This project shows that leadership is defined in many ways. Characteristics of a good leader are questionable. Leadership styles and theories, such as servant leadership, collective leadership, and dictatorship vastly differ but still share similar attributes. While servant leadership and collective leadership theories similarly encompass specific attributes, the collective leadership theory still lacks vision and empowerment. Inversely, at the other extreme of leadership theories is dictatorship. Unlike the servant and collective leadership theories, under a dictatorship, the leader is not open to group decision-making or communication among others. Although exposed to all three leadership styles, I find that I respond best to the servant leadership theory. Leadership characteristics differ in leaders. There are characteristics that set apart a qualified leader versus a good manager. According to Godin, most people hired to lead only fulfill the role as manager. A manager knows what to accomplish and finds the people to do it. Whereas, good leadership is defined as carefully selecting the appropriate people, embracing their failures, challenging growth, launching a common goal, and then carefully navigating the execution of the tasks (Godin, 2014). Therefore, managers are easily replaced until the precise leader can be positioned with the qualities that constitute a worthy leader. Recently, a new president was appointed at my place of employment. As aShow MoreRelatedLeadership Style And Leadership Theory807 Words   |  4 Pagesresearch conducted on traits, skills, and characters relationships to leadership and followers. The paper discusses the common themes and conclusions addressed in all studies. The articles penned with the intention of examining the impact leadership style and leadership theory in areas such as individual identity, culture, and worldview. Mahdi, Mohd, and Almsafir (2014) argue there is a significantly strong relationship between t he leadership behavior and organizational commitment. Also, the paper synthesizesRead MoreLeadership Theories And Leadership Styles1512 Words   |  7 Pagesprovide examples surrounding various leadership theories and leadership styles that sustain the definition of a public leader. First, this paper will provide a definition of a public leader. Next, it determine two leadership theories and two leadership styles that support the definition of a public leader. Also, this paper will assess the effectiveness of the two leadership theories. Subsequently, it will assess the effectiveness of the two leadership styles. Further, this paper will utilize properRead MoreLeadership Styles And Theories Of Leadership Essay873 Words   |  4 PagesGenerally, leadership is the art or process of influencing followers and subordinates to achieve the organizational goals. It helps an individuals or a group to identify its goals and assists in achieving the stated goals. Because of importance of leadership all kinds of group action, there are considerable number of researches and theories on leadership and many kinds of leadership styles like Greatman theory, power influence, Trait approach, Behavioral, Situational or Contingency approaches;Read MoreLeadership Styles And Theories Of Leadership876 Words   |  4 Pagesbstract This paper is to define the definition of leadership, and how its breakdown of various leadership styles and theories. I will also focus on more than one leadership style on what is to believe the best aligns thoughts of what leadership should mean. The leadership style is a mixed character of leadership that combines the transformational and servant leadership theories in to Healthcare. An evaluation is made of the learner’s leadership characteristics and how they would enable the learnerRead MoreLeadership Styles And Leadership Theories993 Words   |  4 Pagesto the other two leadership styles, I scored next highest in the delegate category and the least amount in the authoritative category. In this paper I will give a comprehensive overview of leadership styles and leadership management theories and how they relate to my style. Lastly, I will discuss my type of work environment, and three key actions or behaviors that I must demonstrate to be a successful leader. Alignment with management and leadership theories Leadership theories include trait, attitudinalRead MoreLeadership Styles And Theories Of Leadership1386 Words   |  6 PagesLeadership is known as the process of guiding groups, individuals and an organization in the establishment of goals as well as sustaining those goals. The concept of leadership incorporates a diversity of clarifications, leadership styles and theories. While looking at the leaders around us no matter if it’s our president or place of employment, we often find ourselves questioning exactly why these individuals shine in these positions. This essay will detail my leadership in relations of the transformationalRead MoreLeadership Theories And Leadership Style920 Words   |  4 PagesLeadership theories and Leadership Style In workplace condition, there are numerous dynamics which may affects a manager’s leadership style. The most significant features which will affect the choice of leadership styles or leadership behavior in a workplace condition need to identify. The most important factor which affects the manager’s leadership style is ‘Task’. The task is the real purpose of the team as well as the goals of the team. A manager’s upmost duty is to be certain that all team membersRead MoreLeadership Styles And Theories Of Leadership2172 Words   |  9 PagesThere are many leadership styles and theories.   Effective leaders are required to possess problem-solving skills, maintain group effectiveness, be dynamic, passionate, and be a motivational influence on others.   There are two leadership approaches that are most popular.   They are Transactional leadership and Transformational leadership.   A transactional leader is the traditional â€Å"boss† image (Yoder-Wise, 2015).   In such work environment, employees have an understanding that the superiors make allRead MoreLeadership Theories Of Leadership Styles4638 Words   |  19 PagesLeadership theories The full spectrum of leadership styles is broad. The leadership styles continuum ranges from very directive to very non-directive: Autocratic, Benevolent Autocratic, Consultative, Participative, Consensus, and Laissez-Faire (Gibson, 1995). The autocratic leader an authority who make decisions or set goals and does not feel the need to explain them. The benevolent autocratic leader also rely on authority for decision-making, but may explain the thought process behind the decisionsRead MoreThe Theory Of Leadership Styles903 Words   |  4 Pagesphenomenon of leadership is based upon directing, influencing as well as motivating individuals for the purpose of implementing plans as well as running an organization. Leadership styles vary from person to person and is dependent upon the situations that the leader might be faced with (George, Sims, P. Sims, D., 2007). Basically, the leadership styles have been categorized into six types (i.e. commanding, visionary, affiliative, democratic, pacesetting and coaching leadership styles). All these

Encounter in Operating Performance Management Programme

Question: Describe about the Encounter in Operating Performance Management Programme. Answer: Introduction Increased business functions and the need to manage business processes better have led to the emergence of strategic business concepts that focuses on increasing the capacity of a business to manage both internal environments. Performance management is a process of identifying, measuring and developing performance in an organisation through linking the needs of the business to the objectives the organisation. Aguinis (2009, P.8) argues that the role of performance management is to ensure that activities within the organisation are aligned with the business goals in effective and efficient manner. This process of aligning activities can be geared towards a department, the employee or the whole organisation. This ensures that resources, systems and employees within a firm or organisation are strategically aligned to business objectives and priorities. Through this alignment management and employees work together to plan, monitor and review work objectives to increase their overall cont ribution to the whole organisation (Salaman, et al., 2005, P. 12, De Feo, 2007, P. 12). Feedback mechanisms are applied to test the adoption of the proposed strategies within the organisation. Therefore the fundamental goal of performance management is to promote employee effectiveness through a continuous process of planning, monitoring and reviewing employee effectiveness. It is an evolution of management that shifted from the bureaucratic merit system to performance-based management where the organisation focuses more on the employee rather than on the processes. There is no single defined model that can be applied in performance management but rather there are different proposals that have been advanced by different scholars. Mabey prescribed performance management a system in the form of a performance management cycle with five elements that organisations need to implement to improve performance management. These elements are objective setting, measurement of performance, feedback of performance results and reward system on performance and amendment of objectives and activities to meet business needs (Aguinis, 2009, P.12). On the other hand Salaman argues that there are two theories that can be applied in performance management; goal setting theory and expectancy theory. Goal setting theory proposed by Edwin Locke is based on how individual goals set by the employee contribute to the performance by motivating him. The employee sets realistic goals and follows them and thus an improvement in the goals leads to increased organisational perfor mance (Salaman, et al., 2005, p. 13). Expectancy theory proposed by Vroom is based on adjusting of individual behaviour to meet the expected and values goals of the organisation. The individual will modify behaviour in a way that enables them with achieve goals. However, most processes of performance management have been based on three steps of planning, monitoring and reviewing while the Government Finance Officers Association (GFOA) proposes a six-step process of implementing performance management as follows: Make the Case for Performance management; Identify how performance Information Will Be Used; modify existing processes or create new processes to accommodate new performances; develop measures that are appropriate for situation; and lastly focus on change management (Nielsen, 2014, P. 433). Therefore organisations are spending a lot of resources on performance management as a key business tool for strategic global management. The challenges that global organisations may encounter in operating a performance management programme across all of their operations Global performance management in organisation is being faced with internal and external challenges that have limited the results to be realised from the process. The business environment has been changing with increased economic turmoil and competition. Organisations cannot influence external factors but can only prepare strategies (Osmani Maliqi, 2012, P. 439). The biggest challenge in organisations is the fear for negative results from performance management. It is not obvious that when the strategy is implemented the organisation will reap positive benefits. This is based on fear of punishment to employees in case the system does not work. If management fails to communicate the intention of the new performance management processes to employees, there may be panic in the team and thus the expected results may not realised. Instead of using it as a performance improvement process for employees through gathering relevant data to business processes, the tool may affect employee motiv ation and business results. Operations management comes with business costs that are associated with it. The business needs to restructure its operations, set new goals and operational processes. There may be a need to train employees or take them orientation to understand the role of the whole business process. On the other hand instituting the new system in the organisation will need operational costs that the business has to incur. New costs will affect the profit margins of the organisation or may frustrate some business processes. On the other hand other resources like time are required to apply. Global originations have business units that are spread across the globe; However,, these businesses are not the same and thus have different cost implications. Organisational theorists argue that change is expensive to an organisation since it requires resources to initiate new processes (Koli Llaci 2005, P. 13). On other hand change is slow to apply within an organisation. To initiate these changes employees ma ny need to be adequately trained to be able to apply the proposed changes in their work routines. These changes may be met with resistance from employees, a factor that may affect the business processes within an organisation. Performance management processes sometimes do not work well with the existing financial processes in the organisation. Some organisations use financial system record, track, and report financial data on business operations. Organisational performance fails to connect financial data in the organisation with other operational information that is used in decision-making (Cooper 2008, P. 22). This therefore presents a challenge to organisations that are focussed on applying operational management techniques. MNCs have different subsidiary business units that are found in different places and countries. These subsidiary businesses are designed according to the laws within the country. Sometimes the best performance strategy for the headquarters of an organisation may not work well with a subsidiary branch. Organisations that are managed on an open system have different organisational cultures that apply to each subsidiary business or branch. On the other hand different departments within the organisation have different ways of measuring performance indicators that they achieve. Further there may be a problem in measuring the performance of the main business and the subsidiary business. Bolden (2006, P. 12) suggests that lack of uniformity in strategies between department and branches leads to different decisions and implementation processes that may be difficult to measure for the whole business. Business has to adopt customised processes to be able to balance the business needs of different branches and subsidiary business units. Performance management is a system change process and not a situational process. It is a change process that may take long to be realised with the organisation. Performance management entails changing internal business, process and replacing them with strategic ideas that can improve the organisation. These changes take a lot of time to be realised in the organisation since change is a slow process. Therefore decisions that are made by employees based on performance management strategies may be felt in later years. This makes it difficult to measure the impact of performance management due to delayed benefits (Bolden, 2006, P. 151). Businesses have to wait for long to be able to reap the benefits. The nature of the business environment is dynamic and keeps on changing; which means that organisations need to develop clear performance management strategies that have short lifespan to easily realise the results. The validity of data collected using performance management tools has been questioned on how it applies to the general performance of the organisation. Global organisations use different performance indicators based on the end contribution to the company and employee. End contribution measures include cash flows, profits and productivity while employee related measurements include dynamism, decisiveness, initiative and judgement. Each of the listed criteria may have different effects on a business and what applies to one business unit may not apply to the other business unit. On the other hand cultural, social and economic environments vary across the globe. These are external factors that may shape the activities of the business within the environment that it operates in. on the other hand political ideologies may affect the business differently since they vary from country to country. This makes the performance criterion that is applied different between businesses (Elzinga et al., 2009, P. 20). Time and distance variations may also affect business activities since it defines the environment that shapes the business. This affects the use of certain information technology tools for communication since they are affected by time and distance. Performance management processes fail to address the individual need that affects the organisation. It is based on transforming the organisation through creating effectiveness and efficiencies. However,, the improvement in organisational processes takes place within the individual that is affected by the process. Therefore performance management fails to accomplish individual needs that employees may desire to increase their outcomes (Colville Millner, 2011, P. 19). The measures are implemented for the whole organisation and sometimes the implemented process may not be a good strategy but rather a replication of some of the existing processes in the organisation. Performance management tools have been adopted in organisation as temporary tools rather than permanent business decision-making tools. This is based on the fact that the management tools like reporting templates, performance appraisal and performance management systems like balanced score card, managing for results and stat systems keep on changing. Some methods have decreased in their popularity and others have increased. This means that the performance appraisal methods need to be changed as business processes also change. Business complexity has led to global organisations using a variety of business performance management tools. The tools apply to specific sectors of the business rather than the whole business. The changing nature of the business environment means that performance management tools have to be changed as business processes and complexities keep changing. Performance management has been criticised over the role of all the data collected within the organisation (Bos wel Boudreau, 2000, P. 290). Experts have argued that a lot of data is collected in an organisation but not all of it is used in decision-making. Conflict between management and employees on how the data collected should be rated most of the time. For example conflict of interest happens when there are disagreements on the rates of the implementation of performance appraisal process. The organisation ahs individual goals and general gaols which form the vision and mission of the organisation. Sometimes the way the performance of the individual is rated against the overall performance of the organisation can be affected by different issues. Colville Murphy (2006, P. 665) argue that cognitive processes may also affect the collected information since the ratings are based on collecting inform about individuals and not objects. This focuses the appraisal on task factors at the cost of the environment that the employee works in. this means that performance management is result based regardless of the way the environment looks like. The environment determines employee performance and thus global business performance should ensure t hat the global environmental settings are used in assessing employee performance. Changing technology has made business to be open and dynamic systems that keep on changing every time. The rise of information technology has had a great impact n organisational decision-making and performance management approaches that the organisation deals with. Businesses are investing a lot of resources on research and development to generate new business model that can improve performance (Caldwell, 2003, P. 289). However,, with information technology, the nature of competition has changed since business processes from information technology are not unique and can be easily replicated. Business competition has changed making organisations to compete using business processes. The advent of technology has led to the need to use quality management to achieve efficiency and effectiveness in business processes. Therefore performance management is shifting from measuring results to measuring efficiency and effectiveness in business processes. Recommendations on how these challenges might be addressed However, to mitigate the challenges of global performance management, organisations need to put in place several strategies that can improve the role. The organisation needs to develop line driven performance measures rather the employee driven measures. Nel, et al. (2001) argues that performance management is implemented and driven by line managers and not human resource personnel. Line managers understand the business processes of the organisation and the areas that need to be improved (Herold, et al., 2008, P. 350). Therefore the organisation needs to enure that line managers are equipped with necesary skills that can be applied to improve organisational processes. Adequate training needs to be carried out to align employees to business processes. Performance management affects employees directly and thus they need to be adequately trained to meet the needs of the new process. Training ensures that employees understand and can implement the business performance strategies. Further Watkins Leigh (2012, P. 12) argue that Performance management system problems arise from lack of training and poorly designed performance management system. Training thus empowers to be able to understand the business needs of the organisation and be able to correct system needs. Learning models like the Kolbs cycle suggest that through taking the employee through the relevant processes, the organisation achieves adequate optimum employee performance. Selden Sowa(2011, P. 259) has the opinion the employees belive Performance management is implemented for thewrong reasons and not to improve employee performance. Therefore adequate training will change the perception of the employee towards the management initiative. Higgs Rowland (2011, P. 311) states that resistance to change is normal in any business environment. Change is a result of changing the status quo of the organisation and the employees may have difficulty in adjusting to the new system. The most difficult part of implementing performance management is development, implementation and maintenance. Traditional organisational culture is the significant barrier to change since employees may feel threatened. To achieve these organisations need to involve employees in planning for the new performance management tool. Kotter (2007, pp. 13) argues that participatory methods have been highly used in organisations through continuous communication and feedback on the progress of the process. Involving employees ensures that the new strategy being adopted does not send mixed signals to employees. This develops the confidence of all key players that are affected by the new changes. To improve system processes and employee performance, the new performance management method has to establish a link between the job description of the employee and performance. This ensures that business processes and employee activities are perfectly integrated. Cooper (2008) argues that tasks and key indicator of performance must be included in the employee job description. Aligning of job descriptions and objectives with expected organisational performance standards and time scales should be linked to new systems ensure that achievements of the employee contribute to the overall business needs of the organisation. Further, Sulin (2008, P. 5) adds that good management systems that link employee description to performance management maintain of a view of th current expectations and accountability of the individual. Performance management requires adequate time to implement the strategies in a business and thus the organisation needs to start introducing the process slowly. This will ensure that low system resistance is raised in the organisation. This means that the new system has to run hand in hand with the old system to allow employees adequate time to adjust to the new system. This is the best way for dealing with resistance to change. Once employees have realised that the new system can work better than the old system they will start getting used to the performance management patterns that are related with it (Kotter, 1995, P. 61). Lastly leadership is the overall solution to organisational challenges that may face the new performance management program. The role that the leader lays in an organisation influences the level of employee uptake to change. The dynamic nature of the business environment that global organisations operate in determines transformation of business processes to align them with strategic goals in the market. Higgs Rowland (2005, P. 123) states that change requires creating the new system and instituting the approaches ino the oragnisation. Organisational leaders influence their subordinates to adopt proposed business strategies for transforming the organisation. To influence others, the leader takes responsibility by taking the responsibility for transformation before others can follow. This means that the leader plays a bigger role in the general performance of the organisation in meeting new business needs. Transformations can be complex, radical, complex, non-linear, full of uncertain ty, open-ended or lead to paradigm shifts within the organisation (Nixon, 2003, p. 166; (McNaughton, 2003, P. 135). The effects of a change process have to be leader led through involving all employees.the changes are initiated with an extra income that is used to design and implement the process but organisations must be willing to meet these costs since the new changes have an economic angle to the business. Conclusion The business environment is changing rapidly making many organisations to lack right strategies to respond to the challenges that they face. Employee are the pillars of a sustainable business and thus successful businesses have focussed their performance management tools to employees and provided adequate resources to enable employees meet their objectives. Through continuous training employee can acquire strategic skills needed to run the organisation. Sulin (2008, P. 8) refers to a survey which shows that 44% of most companies with performance management systems replace their systems averagely after every 3-4 years. This is determined by the changing business environment and market dynamics that the organisation faces. Therefore the organisation needs to periodically monitor the system and revise parts of it to ensure that new business develoents are added rather than replacing the whole system. This ensures that the business maintains the best practises from the previous system an d remove portions that may not be working well. Businesses should, therefore, adopt update rather than replace strategies. Organisations need to carefully consider the performance management strategies that can be implemented. Rooke Torbert (2005, p. 68) states that employees need to be involved through consultation and feedback to be able to understand the process and minimise resistance challenges of the new management system. Further employees may not always resist but without proper research through collecting enough relevant data about the organisation, the new Performance management system may not reflect the needs of the organisation. Therefore from a systems approach, the organisation is like an organism that has different parts that are consulted during movement. Management should adopt a system approach to ensure that every part of the organisation is consulted to design a system that reflects the real need of the organisation. References Aguinis, H., 2009. Performance Management.. 2nd ed. Dorling Kindersley: Dorling Kindersley. Bolden, R. . G. J., 2006. Leadership competencies: time to change the tune?. Leadership, 2(2), pp. 147-163. Boswel, W. Boudreau, J., 2000. Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly,, 11(3), pp. 283-299. Caldwell, R., 2003. Change leaders and change managers: different or complementary?. Leadership Organisation Development Journal, 18(3), p. 285293. Colville K Millner, D., 2011. Embedding performance management: understanding the enablers for change. Strategic HR Review, 10(1). Colville, I. D. Murphy, A. J., 2006. Leadership as the enabler of strategising and organising. Long Range Planning, Volume 39, p. 663677. Cooper J, 2008. Perfoamance Manangement. Edinburg: Edinburg School of Busness Management. De Feo, J., 2007 March 25-27. ttaining sustainaible business results through Lean and Six Sigm. Dubai, Middle East Quality Association Annual Congress. Elzinga T, B, A. F, K., 2009. BehaviBehavioural factors influencing performance management systems use. International Journal of Productivity and Performance Management, 58(6). Herold, D. M., Fedor, D. B., Caldwell, S. Liu, Y., 2008. The effects of transformational and change leadership on employees' commitment to a change: a multilevel study. Journal of Applied Psychology, 93(2), pp. 346-357. Higgs, M. Rowland, D., 2011. What does it take to implement change successfully? A study of the behaviours of successful change leaders. Journal of Applied Behavioural Science, 47(3), p. 309335. Higgs, M. Rowland, R., 2005. All changes great and small: exploring approaches to change and its leadership. Journal of Change Management, 5(2), pp. 121-151. Koli, Z. Llaci K, 2005. Human Resources Management. Tirana: University Book Publishing House,. Kotter p., 2007. Leading change, why Transformatin Effortss Fail.. Havard Busines Review. Kotter, J. P., 1995. Leading change: why transformation efforts fail. Harvard Business Review, 73(2), p. 5967. McNaughton, D., 2003. The role of values and leadership in organisational transformation.. Journal of Human Values, 9(2), p. 131140. Nel, P. et al., 2001. Human Resources Management. Cape Town: Oxford University Press. Nielsen, P. A., 2014. Performance Management, Managerial Authority, and Public Service Performance. Journal of Public Administration Research and Theory, 24(22), pp. 431-458. Nixon, B., 2003. Leading business transformation learning by doing. Industrial and Commercial Training,, 35(4), p. 163167. Osmani, F. Maliqi, G., 2012. Performance Management, Its Assessment and Importance. Social and Behavioral Sciences, Volume 41, p. 434 441. Rooke, D. Torbert, W. R., 2005. Seven transformations of leadership. Harvard Business Review, 83(4), p. 6676. Salaman, G., Storey, J. Billsberry, J., 2005. Strategic Human Resource Management: Theory and Practice. 2nd ed. s.l.: Sage Publications Ltd. Selden S. Sowa, J., 2011. Peformance Management and Apraissal in Human Service Organistions: Management and Staff Perspectives. Public Personnel Management, 40(3), pp. 251-264. Sulin, R., 2008. Common Performance Management Challenges. Journal for Quality and Participation, 12(3), pp. 4-10. Watkins, T. Leigh, D., 2012. Improving perfomance in the Workplace: Seleceting and implementing Perfoamce interveentions. 2nd ed. SanFransisco: Ofeiffer.

The Organizational Study of Levi Strauss Essay Example

The Organizational Study of Levi Strauss Paper Abstract This paper analyzes the organizational structure and design of the world’s largest brand-name apparel marketers, Levi Strauss Company. The concepts of hierarchy, change management, and employee involvement applications will be discussed, along with the organization’s environment and competitive strategies. The premise of this paper is the accomplishment of this organizational mode Levi Strauss for change and the ultimate success of the company’s transformation. Levi Strauss and Company was founded in 1853 and since has become a household name in the trouser industry. They are the world’s largest producer of brand-name clothing and the second largest maker of jeans in the United States. Levi Strauss started the tradition of being an apparel innovator and today, the company still upholds the commitment to offering products that are right for every generation. Levi Strauss mission statement is to seek to reflect the voices of the communities where they have a business presence and make a difference by addressing tough social issues and empowering people to solve their own problems and those of their communities The values of Levi Strauss and Company are the foundation of the company. We will write a custom essay sample on The Organizational Study of Levi Strauss specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Organizational Study of Levi Strauss specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Organizational Study of Levi Strauss specifically for you FOR ONLY $16.38 $13.9/page Hire Writer It is what defines them and sets them apart from the competition, sets the vision for the future, the business strategies and the decisions that are made. The four core values are empathy, originality, integrity, and courage. When they talk of empathy, they are walking in other people’s shoes. Their success comes from listening to what consumers want and meeting their needs of the consumers, retail customers, shareholders and employees. The company’s long-standing traditions of community involvement and employee volunteerism continue today which contribute to their commercial success. Authenticity and innovation is what makes Levi’s an original. The jeans have been worn by generations who incorporated them into their own sense of style. The ethical conduct and social responsibility illustrates the integrity that the company holds for always doing the right thing. The commercial success maintains the company’s beliefs and behaviors which motivates customers trust and loyalty. And lastly, the company has the courage to always stands up for what they believe in, whether it is challenging accepted practices or conventional perception. Their ultimate goal for Levi Strauss is making the company more competitive by implementing a number of business turnaround strategies and by changing the process of how they develop, deliver, and market the products. The organization markets their products under the leading brand names such as Levi’s, Dockers, and Signature. These are the most widely recognized brands in the apparel industry. The company’s organizational level analysis begins with their strategy. The corporate citizenship states a strong belief in the company which can shape society through civic engagement and community involvement, responsible labor and workplace practices, charity, ethical conduct, and environmental awareness. The four core values of the company’s mission statement of empathy, originality, integrity and courage sum up the long-term purpose of the company’s goal Levi Strauss for successful strategy and transformation. Levi Strauss developed and implemented a sourcing program in 1991 that incorporates value in working with stakeholders for improvement of working conditions in factories that produce their products, and a Levi Strauss in the communities where these are located at. They were able to gather valuable information and maximize positive effects by working with other companies and key stakeholders, such as non-governmental organizations, local governments and trade unions. Other memberships and working groups that this organization is a part of are The Business for Social Responsibility, American Apparel and Footwear Association, and The U. S. Council for International Business. Information technology assisted the organization by obtaining a sharper customer focus and helping management make better decisions. Levi Strauss was able to acquire detailed knowledge and understanding of their customer base, which in turn, provided products which brought back interest in the Levi’s brand. With the Information Technology revolution, Levi’s Jeans even designed a jean with a docking station in the pocket to place one’s IPOD. Last year, they a Levi Strauss produced a mobile phone with a range of denim cases to choose from. The ideas of merging fashion and technology came from customer feedback and satisfaction. The Levi Strauss and Company Technology Center has eighty employees and is responsible for the research and development, design, engineering and manufacture of specialized sewing equipment for Levi Strauss plants. In 1999, they purchased MK Manufacturing Software which managed centralized purchasing operations for the United States and Canada factories and to support the manufacturing and inventory of the machines used to make Levi Jeans. In the company’s ransformation and structural change, they have managed to modify the entire process of how they develop, deliver and market their products by making their products more innovative and appealing to customers. They expanded the licensing programs so they can offer more product ranges; and they a Levi Strauss improved the economics of brands for the customers. Lastly, they improved the operational efficiency by implementing new business planning and performance mode Levi Strauss that clarifies roles, responsibilities and accountabilities. The end result was steady sales and profitability for the company. The main focus of the company’s human resource management is conducting activities designed to fit cultural differences and career development of employees. The employees must attend classes that teach the company’s objectives, values and ethics, and a Levi Strauss how to understand the lifestyle and background of people. The company a Levi Strauss expresses concern for the employee’s work and family life by helping them balance their responsibilities. The company’s corporate culture purpose is ethical conduct and a strong commitment to social responsibility. The company developed an Aspiration Statement which specified their commitment to communication and ethical management practices. Those that followed and abided by it received recognition and empowerment. They value the diversity of employee’s backgrounds, experience and knowledge, and welcome the ethnic, cultural, and lifestyles of the communities where the employees live and work. Levi Strauss installed self managed teams which increase performance, improve the quality of the products, and promote originality level Levi Strauss. The organizational system refers to the members in making team decisions, which in turn, increase effectiveness, sense of responsibility and ownership of the work. T. Gary Roger is the Chairman of the Board. John Anderson is the President and CEO. And Hans Ploos van Amstel is the Chief Financial Officer. The organization knows they still have work to be done in order to stay on top and continue to be the most worn line of clothing in the world. Their value-driven competitiveness and major transformations has definitely set the standard in becoming a successful company. The biggest challenge and uncertainty is the massive change in the world, and what customers want. Customers are becoming more demanding and suppliers are abundant. The company is in the process of remaking Levi’s for the 21st century. They set targets for the new design and implementation. They are researching what the organization should look like and what the customers expect. By listening carefully to not only the consumers, by the employees themselves, the work and concepts will be built to everyone’s satisfaction. Levi Strauss: Product Life Cycle Levi Strauss has gone discount. We see this change in distributors such as Wal-mart, Kmart and JCPenny. This is indication that Levi is in the decline stage of the product life cycle. At this point there is a downturn in the market. For example more innovative products are introduced or consumer tastes have changed. There is intense price-cutting and many more products are withdrawn from the market. Profits can be improved by reducing marketing spend and cost cutting. Efficient Vs. Learning Levi Strauss has a Horizontal structure. This dominant structure consists of the following: ? Shared tasks, empowerment ? Relaxed hierarchy, few rules Horizontal, face-to-face communication ? Many teams and task forces ? Decentralized decision making This type of structure as we will further discuss is functional with cross functional team integers is decentralized but lacks stability, efficiency, control and reliability. Intervention Strategy: Levi Strauss Company Change of an organization structure and ability to adapt occurs when three elements are in place simultaneously: (1) dissatisfaction with the present situation, (2) a compelling vision of how the change will create a better future; (3) first steps for reaching the vision. If any of these elements is missing or collectively they are less powerful than the resistance to the change, then change will not take place. Thus the first part of an intervention focuses on creating a common database and the foundation for the dissatisfaction. Following that, the intervention moves to creating a future that is far more desirable than that which caused the dissatisfaction. It ends with participants developing and implementing steps that are necessary for moving the organization and themselves forward. We chose to focus on a large group intervention process facilitated by outside consultant OD practitioners. Reason for this is to dismantle the group think and develop strategic ideas that would be innovative and effective. Desired Outcomes: ?Prepare, Practice and Participant in the change process ? Gain a better understanding of the business, customers, what we sell, and whose needs the products meets ? Levi Strauss vision are effectively communicated ?Renew individual Levi Strauss and organization spirit Begin thinking globally, internally and externally The goal of this intervention is to elicit feedback and input from all members of the organization, develop an effective annual plan based on the proposed long range plan. It should be designed to accommodate full and part-time members and administers to a one-day event which should include over 95 percent participation. This would allow all members to engage in whole system conversations since many employees come from different parts of the system. Implementation of change management activities Perhaps the primary means to directly implement change is for the leaders to forcefully create a sense of urgency. Many organization fail at change management because of lack of communication, failure to define objectives, project management problems, technical issue and inexperience in scope and complexity. Levi has emphasized quality, being socially responsible, and hiring the most talented people the firm can recruit. The value of each individual, the effective leadership of work groups and the success of enterprise has been the emphasis at Levi Strauss since founded. However like any other organizations, Levi has had its problems. Being slow to adopt to new fashion trends, Levi is struggling with generation gap problem. In 2003, Levi closed it last U. S plant and decided to focus on manufacturing outside because of the cheaper cost of labor (www. levistrauss. com). Levi has attempted to attract 14-17 year olds without turning off older people and as Levi plotted along fashion shifts occurred and passed Levi. As result many young people will not wear Levi and many hardly know about the brand at all. These are problems that create uncertainty in the organization leading management to rethinks it position and develop new strategy to remain competitive. We decided to have an effective change management strategy Levi could implement an Open Space intervention. Open space is a large-group process that helps participants focus energy on issues or opportunities of interest, and collectively design appropriate courses of action. Although it works with as few as 8 participants, Open Space is considered a large-group intervention because it works equally well with hundreds of participants. This simple, but very powerful framework creates the right conditions for Levi Strauss management team and provides a dynamic process of discussion and cooperation. Every single participant who contributes with his knowledge and experience influences the end result. Because participants in an Open Space Conference all participate actively, and talk to others regardless of function or background, creates a high level of employee involvement, commitment among participants and much networking across boundaries, usually resulting in a much deeper understanding of the issues as stake well as new ideas about the way forward. Levi Strauss Competitive Strategy-Using Michael Porter’s Five Forces A competitive assessment consists of an analysis using Porter’s Five Forces of Competition. The Five Forces of competition shape every industry and every market. The Five Forces Model is based on microeconomics, and is an extension of the SWOT analysis. This model is an important tool for analyzing organizations’ industry structure and strategy. Michael E. Porter identified five competitive forces that determine the intensity of competition and the attractiveness of any industry. Porter’s model is based on the insight that a corporate strategy should meet the opportunities and threats in an organizations external environment. The model accounts for supply and demand, complementary products and substitutes, volume and cost production, and market structure. We will analyze the industry using Porter’s model. The five forces of competition are illustrated below: Threat of New Entrants Competitive Rivalry Between Existing Players Bargaining Power of Customers Threat of Substitutes Bargaining Power of Suppliers The collective strength of these five forces determines the ability of a firm to gain market share in the apparel industry. Once an analysis has been conducted, managers can search for options to influence these forces in the interest of the organization. In the apparel industry, an organizations’ main objective is to reduce competitive forces. In detail, the five forces are illustrated in the following paragraphs (www. valuebasedmanagement. net). New Entrants Porters indicates new entrants pose a threat due to increases level capacity afforded. For example, suppliers could drive prices down and cut into profits. We have noticed this with Levi’s joint ventures with Wal-mart and JcPenny. More importantly the chance of new comers entering to market depends upon two variables, the barriers to entry and probability. The barriers for apparel industry includes economies of scale, product differentiation, capital requirements, switching costs, accessibility of distribution channels and competing firms which includes learning curves and location. Rivalry The intensity of rivalry among existing competitors depends upon the level of saturation within the industry. For example, for one organization to gain market share they must take it from a competitors, the level of rivalry that exist is high, often resulting in retaliation and price wars. Rivalry may stem from a variety of source which has numerous and equally balanced competitors, slow industry growth, high fixed or storage costs and overproduction and high exit barriers. Bargaining Power of the Customer Historically, the bargaining power of apparel retailers went unchallenged. Fortunately, globalization of the free world and the increased availability of foreign products have increased the bargaining power of the customer. In the appeal industry, consumer markets and foreign competition forces prices down. Thus, the bargaining power of consumer market determines how much pressure it can impose on margins and volumes. Customers a Levi Strauss possess a credible backward integration threat resulting in the purchase from a rival/foreign company. However, due to worldwide economic strain it’s becoming more difficult for Levi to maintain its selling power and to remain economically diverse overall, customers do not have much buying power, as they never purchase in large volume. Here are some ways Levi Strauss can reduce the bargaining power of customers: ? Partnering ?Supply chain management ?Increase loyalty ?Increase incentives and value ?Move purchase decision away from price Threat of Substitutes The treat substitute of competition occurs if multiple products are found to perform the same function. Levi must recognize the customer is no longer bound to one product or rely of customer loyalty. They must consider price, availability and quality to avoid loss of market share. Bargaining Power of Suppliers Materials, production, operation cost and capital are necessary for any production process. For example, suppliers comprise all sources for inputs that are needed in order to provide goods or services. Levi Strauss buyer/supplier relationship is crucial to attain growth in the apparel/retail market. Normally, the strength of a supplier affects an industry’s profitability, and they can exert a major influence on a firm’s goods and services. However, the suppliers bargaining power in the apparel industry is very low. The apparel retail supply business is quite fragmented. Many suppliers relies one or two distributors to buy a majority of their products. If decided to switch suppliers, it would be devastating to the previous supplier’s business. As a result, suppliers are extremely susceptible to the demands and requirements of the apparel manufacture. SWOT Analysis This was a SWOT provided for Levis Strauss acquired off the web and was most useful. Levi Strauss as the conclusion we thought SWOT was the best way to conclude with the Competitive assessment of Levi Strauss Company. The analysis will present Levi Strauss’s strengths, weaknesses, opportunities and threats. Strength Strong Brand Image Good Distribution Market Leader in Western Europe Good market position and partnership Efficient human resource management Weaknesses Quality Retail sales network is too big and inefficient Niche demand Multi-brand strategy and full range market presence is cost-intensive Opportunities Better acceptance of Levi Strauss Brand The strong market position in China is a guarantee for prosperous future Partnership with Mal-mart Threats Lower Priced Asian apparel The stock price evaluations, unattractiveness of the old economy Decline Stage of life cycle Competitive Strategy Critique First, environmental uncertainty means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes. (Environment here refers to more than the physical environment, such as pollution or hurricanes. It a Levi Strauss involves the economic, sociocultural, technological, legal phenomenon that affects the operation of the business (www. soi. org). Companies have to make an effort to adapt to the rapid changes in the environment. The environment creates uncertainty for managers, who must respond by designing the organization to respond to adapt to the environment. Managers use several strategies to counter environmental uncertainty. They may use boundary spanners to link and coordinate the organization with key elements in the environment. Boundary spanners detect and process information about changes in the environment, and then they represent the organizations interest to the environment. They help to synchronize the activities of the organization to therapid changes in the environment. Some of their roles include scanning the technological horizon to detect any changes, sourcing information on competitors and getting feedback from suppliers and customers. Another strategy is the use of interorganizational partnerships where separate businesses make a collaborative approach to riding the wave of changes that stem from environmental uncertainty. Instead of going in all out competition, businesses now form alliances, sharing information through networks to ensure that they all have more information about the environment than if they had collected info on their own we see this with Levi’s positioning in Wal-Mart stores. Structural Form of Levi Strauss Company Levis Strauss led the way of flatter hierarchies, cultural diversity, empowerment, quality and globalization. Levis chosen structural form of nonhierarchical organizations have many advantages over their competitives that use conventional methods. For example, experience and expertise are often shared; creativity and new ideas are fostered, tested and discussed. These organizations are more cohesive and collaborate; empowerment is a key feature; and it can be highly supportive of multiple stakeholders in global environments. However, the chosen structure is more likely to have higher Group think’. Groupthink is a type of thought exhibited by group members who try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas. During groupthink, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking or the herd mentality can prevail; implementing decisions can be difficult since flatter organizations serve multiple constituencies and stakeholders; and many flatter organizations are team-based organizations, often geographically dispersed and electronically networked. Levi Strauss: Diagnosing the organization’s culture Culture is perhaps the most important characteristics in an organization. The first step in cultural analysis is describing the culture of the organization. Levi Strauss Company is often describing as being parentalistics. The framework is considered Clan culture, for example the figure below provides the framework matrix of four type’s cultures of which we based our analogy. Flexibility and Discretion ClanAdhocrachy Internal Focus and IntegrationExternal Focus and Differentiation HierarchyMarket Stability and Control The Hierarchy Culture key values center on maintaining efficient, reliable, fast, smooth-flowing production, for example many fast food organization fall within the section. The Market Culture core values are competitiveness and productivity. We see Market Cultures generally in manufacturing companies such as general electric. The Adhocracy Culture is temporary characterized by a dynamic, entrepreneurial and creative workplace. For example military, NASA would be considered part of this section. Levi Strauss currently has a Clan Culture. The Clan Culture is like an extended family where shared values and goals, cohesion, participation, individuality, and a sense of togetherness exist within the Levi Strauss organization. The primary strategic implication of a culture should be a source of competitive advantage to the organization (www. coachingandmentoring. com). Critique: Levi Strauss Organization Environment Adaption The rapidity and volume of changes have resulted in less lead time for management to analyze changes in their organizations external environment and to formulate appropriate strategies. In addition, the risks and uncertainty involved in implementing a particular strategy or set of strategies have intensified. In summary, the turbulence in the apparel industry from the change in customers taste and the circumstances that lead to external environment challenges has an effect on the decision makers and how they effectively anticipate changing conditions. Recommendations It is recommended that employees be made aware of the competitive position of the industry in relation to its competitors; competitive related information must be fed to all staff regularly. Management and employees need to be sensitive to customer needs, trends and what the competition is doing. This should create a sense of discomfort within the organization and make members of the organization aware that things always change and that there is always rivalry in the apparel industry competing for customers. Senior management need to reduce the levels of complacency by continually speaking of changes in the industry and that the absence of a visible crisis should not create comfort in the minds of employees. The leadership of Levi Strauss needs to inspire employees, acting with honesty and integrity. It is recommended that a planned and coordinated change management intervention be developed to focus on strategic change. Middle management needs to also be involved in these initiatives with trust existing between all levels of management, which is visibly noticed by all employees. It is strongly recommended that the organization formulate a vision for the change process during the planning phase. Employees need to understand what the business look and feel like after the change process. It is recommended that management formulate and communicate the master plan for the business. A specific vision and mission needs to be created and communicated. The gap between the current state and future state needs to be highlighted. It is recommended that any future communications relating to the alignment project include the vision for the change and the strategic significance. Communications should enhance the driving forces for change and reduce all retraining forces. Senior management needs to review their communications plan and strategies and need to measure the effectiveness. The communications plan needs to include the context of the change taking place. Future change interventions need to be honest, open and take into account the audience by being simple and straightforward. Communications need to be frequent and need to motivate more employees to participate in the process by creating enthusiasm. Reference: Cameron, K (2007) Diagnosing and Changing Organization Culture, Retrieved June 5, 2008, www. coachingandmentoring. com Lima Tony, (2006), Five Forces Model Porter, Retrieved June 2008, www. valuebasedmanagement. net/methods_porter_five_forces. html N. A, Levi Strauss Company Fact Sheet, Retrieved June 2, 2008, www. valuebasedmanagement. net/Downloads/CompanyFactSheet. pdf