Various Leadership Practice Styles

How to Respond to a Request for a Writing Critique

How to Respond to a Request for a Writing Critique How to Respond to a Request for a Writing Critique How to Respond to a Request for a Writing Critique By Mark Nichol You’ve been asked to critique another person’s writing. Perhaps you’re in a writing group. Maybe a colleague has a novel, or a short story, or a collection of their poems, they want to share with you. Or it may be a friend, or a family member, who requests your help. Easy, right? Not at all. Your response will be based on a variety of factors. First, who, exactly, is this person making this perfectly reasonable but deceptively simple-sounding request? How well do you know them, and how comfortable are you with critiquing their writing and they with receiving the criticism? And when they asked you for your assistance, how, precisely, did they pose their request? When someone asks you, in a context outside a professional working relationship, to look over something they wrote, your first response should be, â€Å"What, precisely, would you like me to do?† Their answer will depend, of course, on both their familiarity with the critiquing process and their self-awareness. If they respond that they just want assurance that their work is readable, that they’re headed in the right direction, that the concept and the narrative are potentially appealing to a wide readership, you have it relatively easy. You’ll simply be reading the piece of writing and spending a matter of minutes sharing, in writing or in conversation, your general impressions. But you’re still confronted with the possibility that your honest answer to their question â€Å"Is it any good?† will be no. I’ll get back to that in a moment. If they ask for a more substantial review, one involving notes and/or revisions, because they know you have writing and/or editing experience and can give them guidance, make sure you mention two things: One, they must know the distinction between substantive and mechanical editing. Two, they need to understand what they’ve asked of you. Substantive editing involves reviewing a piece of writing holistically, examining its structure, pacing, and overall impact, and determining whether it is well organized or would be improved with shuffling of sentences, paragraphs, or sections. (Rare is the early draft of a piece of writing that is not improved with at least some reorganization.) A substantive editor will also make occasional notes about phrasing or word choice. Mechanical editing, by contrast, is attention to grammar, syntax, style, spelling, punctuation, and other minutiae though a limited holistic appraisal is part of the process. Once you’re confident that the difference is understood, let the supplicant know that it’s best to manage these distinct tasks in two stages, and that at this point, during the draft stage, only the substantive review will be productive. I suggested earlier that you bring up two issues. The other thing you must do is manage expectations about your commitment of time and energy. Many beginning writers haven’t acquired a perspective about how long editing takes. Make it clear that for you to do anything more than read for general impressions, in order to give the piece of writing the attention it deserves, you would expect to be able to get through only a few pages per hour. For that reason, you would like them to select a chapter from the novel or a section of the short story or a reasonably small fraction of the collected poems for you to review, and to be patient about a response. Remember that part above about me getting back to you about something? That something is honest appraisal. I’ll go into detail in another post about how to appraise, but here is a brief caution: In agreeing to critique someone’s writing, whether superficially or in depth, you are agreeing to respond truthfully about someone’s success in communicating heartfelt expression about something that means a lot to them. As obvious as that may seem to you, I suggest that your response include something like this: â€Å"Understand that no matter how good a writer you are, there will be areas for improvement, and I want to be honest with you about them so that you can become even better. I’d expect no less from you if you looked over something I’ve written. So, unless you’ve done multiple drafts and had someone do substantive editing and someone else do mechanical editing, be prepared for the fact I’m going to find things in your writing that need work. Also, it’s possible that what you’ve written may appeal to others but not to me, but if that’s the case, I’ll still try to advise you about what you can do to make it even more appealing to others.† This statement may seem unduly frank and intimidating, but I think it’s important that you say it. By stating something like this up front, you’re not implying that the writer is a fragile narcissist who will crumble at the slightest hint of criticism; you’re preparing them to get what they asked for: a candid, productive evaluation of something they’ve put a lot of time and effort into but must be prepared to work on even more before it is ready for publication, if that is their goal. And if you must forthrightly state your opinion that the writer should abandon the idea (but not their desire to share other ideas), or that the presentation is awkward or ineffective (but has potential for success if they’re willing to put a lot more work into it), you’ve done your duty, and it is the other person’s responsibility to accept your conclusions with good grace. But be sure to preface the medicine with a spoonful of sugar: Find something positive to begin your report. I’ll go into more detail about that and other appraisal techniques in a later post. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Writing Basics category, check our popular posts, or choose a related post below:7 Types of Narrative Conflict50 Idioms About Fruits and Vegetables10 Terms for the Common People

What made Franklin D. Roosevelt such a powerful leader and one of the Essay

What made Franklin D. Roosevelt such a powerful leader and one of the most highly regarded presidents in American history - Essay Example Because of his strong advocacy, the love of freedom is still alive in America today (InfoUSA 1). As a great leader, Franklin Roosevelt devoted his effort to the service of his country. In as much as critics may highlight instances of failure during his presidency, Roosevelt has a legacy as a strong leader in the country’s history. People generally accept that F. D. Roosevelt remains one of the greatest leaders in the world. He served as the 32nd President of the country. Roosevelt was born in New York. His leadership guided the United States and helped it during hard moments. He has been considered a central political figure throughout the world, as well. Roosevelt laid a solid foundation of leadership as a president during his early age. He was bright during his young age and graduated from Harvard University. â€Å"Roosevelt became very active with the school newspaper.† When he undertook studies at Harvard, he spent most of his time in publishing the school newspaper. After he graduated from Harvard, â€Å"Franklin D. Roosevelt joined Columbia Law School.† Various experiences and knowledge helped him win the Senate seat later (Rosenberg 1). As a great leader, Roosevelt made a number of improvements in society. One of the most significant and remarkable things he did, and probably the most successful one, was that he led the United States recovery from the Great Depression (Rosen 130). The Great Depression was an economic decline in the United States. â€Å"Banks in all 48 states had either closed or had placed restrictions on how much money depositors could withdraw.† Most banks were bankrupted during the Great Depression; thus, people could not take their money. Additionally, unemployment rose and people lost their jobs overnight. People suffered during this period. As economic distress increased in the United States, Franklin Roosevelt was elected to be a new president instead of President Hoover in order to save

How does the identity of consultants impact their work Essay

How does the identity of consultants impact their work - Essay Example This paper explores identity formation in multiple fields of consultancy work to determine how identity impedes job role or whether elements of identity have the potential to enhance relationships internally or with external clients. The nature of consultancy According to Alvesson & Robertson (2006, p.220), consultancy firms â€Å"are highly people dependent and rely heavily upon safe-guarding loyalty through identification†. The consultancy industry relies on organisational culture and structure that facilitates allegiance and dependability through various social systems that guide control behaviour through management and demand reliability in all aspects of client relationships. In psychological theory, the nature of organisational culture or group membership defines team-based hierarchies as being highly contributory to self-esteem development and the sustainment of affiliation needs in order to achieve the pinnacle of total self-development and productivity (Chow, 2009; Ga mbrel & Cianci, 2003). Affiliation needs are necessary in group-based environments that are people dependent in order to sustain higher self-esteem development and be able to link identity with organisational culture. A study utilizing a sample of 79 representatives from four distinctly different consulting firms identified that the role of consultant requires four key dimensions. These include knowledge work, management and membership, personal orientation and external interface (Alvesson & Empson, 2008). Knowledge work is the active sharing of data between key members of the organisation and promoting knowledge as a regular business practice. Membership ties closely with the psychological principles previously identified as they are related to finding a sense of identity in terms of the organisation and its mission or structure, as well as related to personal orientation, in support of the literature provided by Chow (2009) and Gambrel & Cianci (2003). For the sake of this analysi s, the spotlight will be on external interface which deals with how the organisation or the individual is seen by others in the external environment. Kipping & Armbruster (2002) recognise that consultants have a difficult time legitimizing their profession to the outside world and clients. There is a general misconception about consultancy work that exists in the external community and external marketplace that is build on scepticism of its validity with perceptions that the field is borne less of expertise and knowledge, but more as â€Å"masters of persuasion† (Kitay & Wright, 2007, p.1619). This pervading professional and social attitude regarding consultancy work maintains the potential to have negative impact on the self-confidence development of consultant workers that could have ramifications for their practice activities and general attitude. â€Å"A deficient sense of the self has a profound impact on psychological functioning as well as interpersonal behaviour† (Reasoner, 2009, p.2). Much to the disadvantage of the consultant, the majority of their dealings are with the external environment in the form of client relationships. When consultants are put into the position of having to continuously

Critically examine the policy developments that have been introduced Essay

Critically examine the policy developments that have been introduced to facilitate collaboration in England and Wales.Outline th - Essay Example We can also look at it in the way that the two countries established collaboration or mutual benefits, thus, accepting their statements in their reports to be true. According to the Merriam-Webster Dictionary, collaboration is the condition of having common interests in either social or business affairs. It is an interconnection of two or more states, a liaison, and reciprocity. Relying on this definition alone, we can assume that the word used can be more appropriately defined to be an interconnection of the two states having common interest in business affairs. In the official website of the Kent/Essex police, it is explicitly mentioned that their primary goal in doing such action (collaboration) is to strengthen their police forces and to earn money as well. We can just simply say that the social aspects will be a side effect of the business strategy made by the two different countries. In a more political sense, we can see this as a political strategy by England and most especial ly Wales to compete in the global political as well as economic power. A Polarization is the fusion of two or more states to create a stronger entity in the international arena. In a broader sense, we can explain this phenomenon using different types of theories like realism, liberalism and complex interdependence. Using the information I have gathered, leaning to the facts stated in the Kent/Essex official web site, we can use the liberalism approach to have a deeper understanding on the collaboration of England and Wales. In a liberalist perspective, it implies that states are rational thinkers who can think of ways and solution of peaceful co-existence in the international arena. This mainly contradicts the realist perspective that believes that every state has a different interest and that it depicts other states to be a threat of their existence. We can assume that liberalist approach to be true by looking at the different international organization established now today. We ha ve there the United Nations as an organization of almost all countries of the world, the European Union (UN) in Western Region, the Association of South East Asian Nation and other related organization. These are deemed to be a helping hand of the different countries in terms of conflicts and other problems of either economic, security, political, etc. Looking now at state level, we can also say that the Serious Crime directorate, being a product of the Kent/Essex police of England’s and Wales’ rational ability to think of ways and to find solution to have a better and stronger police force â€Å"Since then, the collaboration program has achieved a number of success, including the sharing of air support and marine services and the formation of a pioneering joint IT Directorate – the first of its kind in England and Wales – and joint procurement unit – which had increased the two forces’ buying power and helped to save money.† – Kent/Essex Collaboration Team Serious Crime Directorate (SCD) The SCD was established just last year (2010) by the Kent police and Essex policy to protect their people from any danger in a more efficient and effective way. The Kent/Essex collaboration team started in 2007 and had already implemented several policies, specifically police policies to ensure and uphold the security of their people. These would include the joint Operation Forefront which includes: the joint marine unit,

An Exploration Of Leadership Style Of Howard Schultz Management Essay

An Exploration Of Leadership Style Of Howard Schultz Management Essay This essay explores the leadership style of a successful international businessman, Howard Schultz, the Chief Executive Officer of Starbucks coffee-house company, arguably the worlds most successful coffee company. Fellner (2008) credited Schultz with having a highly successful year in 2003 à ¢Ã¢â€š ¬Ã‚ ¦ with a net sales of $4.1 billion (almost twice what it had earned in 2000 when it yielded $265 million (p.16). Schultz was ranked as the 354th richest person within the USA in 2006 with a net worth of over one billion dollars (Forbes.com, 2006). Schultz joined the Starbucks Company initially as an executive in the early 1980s before becoming chief executive officer in 1987 and was credited for developing the company into an internationally recognized brand and multi-national corporation (James, 2009). He took a step down from CEO to Chairman in 2000 and witnessed the company struggle through the economic down-turn before returning to the helm as CEO in 2008 and navigating the compa ny through an international expansionist strategy whilst reducing the number of physical companies in the domestic US market. The premise of relevant leadership theories and models will be used to analyze the topic of Schultzs leadership style. In particular, one will assess the type of skills that he has demonstrated in order to ascertain his style of leadership in terms of competencies and meta-competencies. This assignment will enable the reader to understand what makes a successful entrepreneur and global leader by providing a lens into their world-view. In conjunction with references to academic discourse, the components of this effective leader are illuminated through a personal bibliography within the following section. CRITICAL ANALYSIS: LEADERSHIP THEORIES AND SCHULTZS LEADERSHIP STYLE Burns (1978) introduced a theory on leadership that has had global implications for organizations. At the heart of Burns argument was a differentiation between two different types of leader: transformational and transactional. The latter often bases his approach on interactions and exchanges with those at lower organizational tiers in order to meet his desired strategic goals. In turn, his employees get what they require such as a salary, praise or promotion in exchange for what the leader values (such as effective performance levels). Conversely, a transformational leader seeks to redress employee/follower concerns and meet their desires whilst leading effectively and dealing with organizational issues at a higher contextual level. In this latter respect, followers are accorded respect and encouraged to develop as persons in their own right. They are also encouraged to participate at a collective level in order to ensure organizational objectives are met. Transformational Leaders te nd to adapt a selling style of leadership. The influence of this approach is captured in the following quote: [It] engenders high levels of motivation and commitment among followers/members. The emphasis is on generating a vision for the organisation and leaders abilities to appeal to the higher ideals and values of followers/members in order to achieve high performance, high commitment and high inclusion to an organisation or system (Rodgers et al; 2003: p.16). The emphasis shift from Transactional to Transformational leadership occurred in order to redress the hierarchical imbalance associated with Transactional theories by encouraging active participation and inclusion amongst followers. Discourse widely proffers that effective leadership development is an ambiguous and contested concept due in part to the variability of peoples leadership styles. Bryman (2007) argues that heroic and hierarchical forms of leadership that focus on a leaders competencies and behaviours have traditionally prevailed within business circles yet are increasingly unsuitable in the current and somewhat chaotic, global business environment (Collinson, Collinson, 2009: p.367). It is widely argued that modern leaders must eschew novel skill-sets, meta-competencies such as inter-personal skills and positive behaviours in order to increase organizational efficiencies and effectiveness (Kiel and Watson, 2009). Kutz discusses some of the tensions emanating from globali zation and free-market structures where a: Constant pressure to innovate, gives rise to continually changing contexts. In turn, these phenomena require executives and leaders to respond and adapt to quickly changing contexts (2008: p.18). Schultz recent advocated the use of mobile technology to enhance the efficiency and effectiveness of the company by accepting purchase payments through a mobile device. A Starbucks Card-Mobile iPhone application also enables use in a gift card capacity by presenting a technically secure QR bar code for baristas to scan in front of a high-tech 2D scanner during the payment process (Butcher, 2010). Participating customers now have the ability to reload their card balance via their mobile device using a major credit card. They also have the ability to check the status of their My Starbucks Reward status and to search for Starbuck stores in situ (ibid). From an historical perspective and before mobile technologies were piloted and implemented across New York Stores, Schultz had a vision to create 2000 physical stores by the year 2000. Some observers credit this vision with the driver behind Starbucks success. Schultz used his ability to translate this vision across the organizations management teams and supervisors who possessed micro level visions that directly sustained and supported his aims: His powerful communication skills define a leader who knows not only what he stands for, but also the values he promotes, and who knows how to make an emotional connection with his listeners (Bloomberg Businessweek, 2006: n.p). At a lower contextual level, management and supervisors directly supported their staff by providing them with the opportunity and resources to grow through various activities such as coaching, training, mentoring and educational opportunities. A shift towards a situated, networked and fluid leadership style based on n ovel forms of participation has been the consequence of Schultzs actions. Schultz stresses the importance of sharing both the success and the credit of entrepreneurship (Neff Citrin, 1999). Collinson Collinson cited research by Bolden et al. (2008, 2009) within the higher education establishments which identified strong evidence of distributed leadership. Conversely, and paradoxically, respondents (employees) also recognized the importance of powerful and inspiring leaders (2009: p.376). Schultz advocated the purchase of companies including Seattle Coffee Company in the UK and subsequently expanded their operations beyond the United States into Europe and South East Asia. By 2003 the number of stores rose to 6,000 and by 2010 approximately 16 thousand stores existed in over 50 countries (New York Times, 2010). The success of Starbucks has been attributed to Schultz collaborative style that contained powerful social essence, encouraged follower empowerment and which was seen as non-hierarchical and less-centralized compared to many other business models. Starbucks business strategy was driven by a man who exhibited effective leadership skills by empowering lower-tiered management and staff to participate in decision-making activities (associated with the 2000 vision) and by, for instance, providing universal healthcare for all employees. Starbucks uses 2 mission statements which are noted in the companys website: To inspire and nurture human spirit one person, one cu p, and one neighbourhood at a time and Starbucks is committed to a role of environmental leadership in all facets of our business (www.starbucks.com). James (2009) recently noted how the company still prides itself on its treatment of workers (baristas) who receive the same health benefits as all other tiers of the company: He gave baristas health care plus a share of the profit. When the AIDS epidemic was at its height, Starbucks paid for terminal illness care for employees for 29 months until the government took over (n.p). James also noted some of the current tensions facing Starbucks Corp and its CEO in particular. Schultz may have provided all employees with a 401(k) plan and stock options (including health benefits); however Starbucks Workers Union has restricted rights which limit its ability to defend staff against low-paid work and unsociable hours. James noted how Schultz stated: I was convinced that under my leadership, employees would come to realize that I would listen to their concernsà ¢Ã¢â€š ¬Ã‚ ¦If they had faith in me and my motives, they wouldnt need a union. On his return to the CEO fold in 2008, Schultz planned to dramatically reverse a decline in sales and achieve a turnaround in the companies financial performance at a time when the business world presumed that Starbucks had effectively lost its innovative edge. He advocated the closure of 300 US stores and cut hundreds of jobs yet aggressively opened hundreds of new stores beyond the US market (New York Times, 2010). Schultz took the decision to downsize in the US market and expand further globally with the support of his senior management team. This reflects Hughes, Ginnett, and Curphy (1999, p. 365), who found that: [members] solidify into an interdependent team of mutually supporting friends and colleagues (cited in Bentley et al; 2004). Tobak, (2009) questions whether Schultz had the vision at that time to acknowledge that Starbucks undertook such changes without foreseeing the problems that may ensue. He conveniently blamed the economic downturn  [1]  for much or Starbucks p roblems when in fact significant problems occurred approximately 18 months before the economy: à ¢Ã¢â€š ¬Ã‚ ¦took a nose dive. From January 2007 to August 2008, its share price was off 60 percent while the Nasdaq index was essentially flat. This is not about the economy, and Schultz knows it (n.p). Schultz stated in a recent July/August 2010 Harvard Business Review article: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually worse than Id thought. The decisions we had to make were very difficult, but first there had to be a time when we stood up in front of the entire company as leaders and made almost a confession-that the leadership had failed the 180,000 Starbucks people and their families. And even though I wasnt the CEO, I had been around as chairman; I should have known more. I am responsible. We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point. Its like when you have a secret and get it out: The burden is off your shoulders. Cited in Petty (2010: n.p) In early 2009, the company bounced back and has seen more store traffic and renewed earnings growth with Starbucks shares raising to $24 a share. By spring 2010, the company: à ¢Ã¢â€š ¬Ã‚ ¦announced its first dividend to be paid in cash to investors. In April, the company said its profit rose more than eightfold in the second quarter, as more customers visited its stores and spent more (ibid: n.p). Kiel Watson (2009) suggest that most organizational issues encompass human rather than technical challenges and suggest: While no academic study has been conducted on this topic [affective leadership and emotional intelligence], we believe that [those] who are successful in developing the support of their communitiesare ones who expend considerable emotional labo[u]r (p.22). Schultz leadership style has been described in the following terms: They dont teach caring in business schools, and benevolence isnt usually discussed in corporate management seminars. But these values anchor Schultzs leadership philosophy as he seeks to build connections between people through demonstrations of heart and conscience. Starbucks baristas, for example, receive a Green Apron Book that exhorts them to be genuine and be considerate. And the company works hard to treat its coffee growers in Third World countries with dignity while purchasing their products at above-market prices (Meyers, 2005, p. 1) Lara Wyss, Starbucks director of global consumer public relations also noted how: The company is testing concept stores with various platforms that fit in with its Shared Planet pledge hat each new store built in 2010 will be Leadership in Energy and Environmental Design (LEED) certified (Zegler, 2010: p.62). Starbucks has recently introduced three concept stores in Seattle, Disneyland Paris and London. The former was recently redesigned in the light of its heritage concept theme and uses various recycled and revamped materials as part of its dà ©cor. Schultz illustrated examples of effective leadership by embracing a culture of open communication and by constructing active partnerships with his work-force. Schultz style of leadership would be at odds with a somewhat aggressive and negative management style that reflected an authoritarian and hierarchical leadership approach, such as that adopted by Michael OLeary from Ryanair. A Wall Street Journal (2009) article highlighted OLeary s abhorrence and total disregard of trade union power within the airline industry and how his drive for cost savings included the prospect of refusing free food for airline staff if the opportunity arose. Further criticism was directed at him for a perceived lack of moral leadership by refusing to provide wheel chair assistance for disabled passengers (Box Byus, 2005: p.68). Conversely: Starbucks was among the first companies to provide medical benefits to part-time employees. Today, however, Starbucks is spending more on healthcare than on coffee, and the workforce is nervous about shrinking benefits. Were not ever going to turn our backs on our partners [employees], says Schultz reassuringly. Then he faces reality. But we need relief. Where is the money going to come from? (US.news.com, 2005) In this respect, Schultz and OLeary are clearly different types of leaders with opposing leadership styles, yet both have similar beliefs in regards to trade union power. Fellners (2008) book viewed Schultz as the leader of a coffee chain with a proffered liberal consciousness and whose reputation was paradoxically categorized as a symbol of globalization and all that is immoral with free-market capitalism. She found paradoxes in the basis of employee friendly structures that espouse universal healthcare provision with anti trade-unionist practices; and between what she perceived as community individuality and forms of cultural hegemony. Carroll, Levy Richmond (2008) discussed Alvesson and Sveningssons (2003abc) research findings which stipulated that numerous managers involved in leadership development may effectively articulate abstract ideals such as vision and inspiration. However, an inability to define or explain concrete actions undertaken in pursuit of such ideals was also d eemed prevalent (ibid). CONCLUDING NOTES This section will provide a conclusion to the assignment and discuss some of its limitations. It was noted within the main body of text how different leadership styles can influence employee motivation and job satisfaction. A clear comparison can be made between Schultz leadership style and that of a successful entrepreneur in another industry (Michael OLearys Ryanair airline company). It was also discussed above how various leadership styles impact upon employee motivation and job satisfaction. Nelson and Quick (2006) attributed Schultzs leadership to a transformational style because his caring and generous nature reflects transformational leadership qualities. In some respects, it is clear that Schultz shows concern for the whole Starbucks organization and exhibits openness and debate amongst its employees and management rather than pursuing activities out of his own selfish interests. Spillane proposes that: à ¢Ã¢â€š ¬Ã‚ ¦ from a distributed perspective, leadership practice takes shape in the interactions of people and their situation, rather than from the actions of an individual leader (2004: p.3). In realist terms, Fellner (2008) illuminated the chaotic social and business blend that Schultz embraces which seeks to maximize corporate profit by targeting new markets (foreign markets, mobile technology markets) whilst exhibiting sufficient social justice tendencies. It is this paradox that has led Schultz and his team to constantly align itself with one set of principles whilst seeking solace in another set of principles that are arguably at opposing sides of the spectrum. Collinson Collinson (2009) noted how Cameron et al. (2006) viewed effective leaders as: à ¢Ã¢â€š ¬Ã‚ ¦simultaneously paradoxical, integrating factors usually seen as competing, contradictory and even incompatible (ibid: 377). Schultz seems to have used high degrees of emotional intelligence by seeking alliances and partnerships within the Starbucks organization, rather than thrive on adversity and seek economic benefit from unethical channels. As noted above, OLearys approach to staff meals and customer wheel chairs highlight his domineering and hierarchical leadership approach whilst Schultz willingness to support employees suffering from HIV shows aspects of social justice in his personality traits. Schultz embraced change and development in a chaotic, competitive and complicated external environment. He seemed to display a significant amount of vision and emotional intelligence in order to transform the status quo into a global brand in over 50 countries. Overall, the literature suggests that modern leaders must provide effective leadership skills that compliment and encompass traditional management skills. These are increasingly linked to emotional intelligence, empowerment, empowerment, reflection, the ability to take risk without apprehension and the need to reflect upon the ethical and moral consideration of others. Schultz openness for social and ethical practices in pursuit of Starbucks business objectives has been applauded by many observers. Much of Schultz skills included trust building, negotiating with opponents and encouraging mutual co-operation. Therefore, one must possess a combination of hard, technical and softer, intuitive leadership skills in order to solidify their role as an effective leader in all situations. They must also be charismatic and inspirational yet calculated risk takers in order to navigate their respective organizations through the chaos and complexity (for instance, see Wheeler et al., 2007 in Coll inson Collinson, 2009)

The Beauty Industry in China :: essays research papers

Within 21 years, from 1983 to 2004, the sales volume of China's beauty businesses has increased 260 times, according to the country's first annual report on the beauty sector, recently released by Chinese economists. While the traditional beauty sector in China refers mainly to such services as hairdressing, massage and face-lifts by medical means, the modern beauty sector expands to cover the areas of beauty-related education and marketing, the production and research of cosmetics and related instruments, and even includes ornaments, packaging materials as well personal image consultation. With a 15 per cent annual growth, the beauty sector is turning into another huge money-maker after the boom in the real estate, auto, electronics and tourism sectors. Moreover, the revenue of the sector is expected to reach 176.2 billion yuan (US$21.3 billion) this year and double in the next five years. From the perspective of cosmetics, a similar track is visible: The annual average spending of Chinese on cosmetics, in the early 1980s, was about one yuan (12 US cents), the figure rose to five yuan (60 US cents) in the early 1990s, and 25 yuan (US$3) at the end of 2000. In big cities like Beijing and Shanghai, the annual average spending on cosmetics has reached 80-100 yuan (US$9.6-12), although still much lower than the figures for many developed countries, roughly US$35-70. China is currently home to 1.54 million beauty parlors and nearly 3,800 cosmetic companies, and almost 8 million people are actually working in beauty-related businesses, plus another 4 million whose jobs are connected to the sector. A survey of five major cities in China: Beijing, Shanghai, Guangzhou, Chengdu and Wuhan, shows that the most popular beauty items include SPAs, stone massages, Yoga, foot massages and nail treatments. Despite the huge advances witnessed over the past two decades, "huge gaps still exist between China's beauty sector and its counterparts in developed countries," said the vice-president of the Beauty and Cosmetics Association of Central China's Henan Province. "Compared with overseas beauty and cosmetics rivals, the domestic companies lack competitive advantages and are markedly overshadowed in such aspects as management, talent and brands," he said. Statistics from the annual report show only 11.72 per cent of the practitioners have a two-year college or higher educational background, while the practitioners who have a junior middle-school or an even lower education, and those who have a senior middle-school or secondary technical school education account for 38 per cent and 50.