Introduction Essay Example | Topics and Well Written Essays - 250 words - 14

Introduction - Essay Example To expound on our philosophical beliefs, the common philosophical elements will have to be incorporated into the paper. Subsequently, a brief definition of the elements will be given followed by an in-depth analysis. Therefore, the paper will focus on the following common philosophical elements: compassion/empathy, benefence, education/integrity, group vs. individual, person, health, nursing, and the environment. Being kind to one another, and walking in someone else shoes can show a great strength like empathy. We, as a group, became nurses felt sorry and sympathetic towards those who are suffering, and are less fortunate than us. Even when we had difficult times in our lives or saw patients having difficult times, we developed a sense of compassion which is a great value to have. It means doing good or doing no harm. This concept was told to us in prerequisite classes that every nurse should do no harm and do good to our patients. Beneficence is something taught to us as a child. It is a strict moral or value that parents teach their children all the time, which differentiates one from knowing right from wrong. These concepts have similarities; they both build character. Education can be used to teach others or to teach one’s self. One learns what individual integrity is by getting the education that is provided to him or her from school, family, or community. Many people do not prefer group work, but use it every day. As nurses we work in a stressful environment of constant change. We work well with change based on a team effort or team approach. The team and the group are one and the same. For example, in a hospital setting a team may consist of doctors, nurses, physical therapists, occupational therapists, or nutritionists. Whereas outside a hospital it may be one’s community, church, friends, or classmates that are all a part of a team or group. A person is a human being who is inimitable; enriched with personal

You can choose one out of five Essay Example | Topics and Well Written Essays - 2500 words

You can choose one out of five - Essay Example er the story of myths, let us examine the place and the role of the place where it is supposed to happen and be able to characterize the relationship of gods to the place where the story is supposed to take place, and what does it tell us about early Greek culture? I have chosen two myths that I believed have connections with mortals. First myth that I chose who played an important position in the mythology is Zeus. Zeus appeared in the collection of myths in the Greek pagan creation of myths. He was described as the king of the gods, king of law and order, fate, and sky and weather (Atsma, 2000). The Geographic location often referred to in the story of Hesoid, Theogony, is Mt. Olympus. It is a tall mountain with snowy peaks able to penetrate heaven.(v. II 36-52). Mt. Olynpus is characterized as a peaceful place wherein gods and goddesses lived peacefully. This is where Zeus lived, together with other goddesses and muses, his wife, brothers and sisters. Mt. Olympus first appeared in the story of Hesoid, while he was sheparding sheep at the foot of Helicon. Mt. Olympus was the home of Zeus and the twelve muses of Mt. Olympus. These muses came to see Hesoid to tell him of their stories so he could retell it to others. Hesoid is not a supernatur al being. He was an early Greek poet who lived during the 700 BC era. Hesoid opened his story with the tale of muses singing tirelessly to their father, Zeus, in Mt. Olympus. This is the first talk about Mt.Olympus. It is thru songs that the muses told the tale of the clans of men and giants. I perceived Mt. Olympus hall to be happy as it resonates the voices of muses. Mt. Olympus is featured with snowy peaks that leads to heaven, a peaceful place with no troubles or worries because it is guarded by a god. This is where gods built homes and palaces and any gods can live there but no humans were allowed. Mt. Olympus is different from what we see in mountains today. Today, in geography, there are several mountains

A Small Business Manager as A Leader

A Small Business Manager as A Leader Outline In the 21st century era, small and large, private and public businesses are all aiming towards economic growth. However, this growth has slowed following emergence of unprincipled leaders whose main aim has been satisfaction of individual needs as opposed to their employees and customers. With such unethical practices, it is obvious that a strong impact has been witnessed in economic growth, which boils down to declining capital investments and unemployment for small businesses. Emergence of economic uncertainty can be traced back to WorldCom and e-business sector failure (Luthans, Luthans, Hodgetts, Luthans 2001)1 . Before the famous 9/11 attack, United States economy was already declining following increased unemployment and reduced consumer spending. This condition was further worsened by the 9/11 attack that resulted in increased uncertainty in economic change (Shaw Shapiro 2002)2. These changes have challenged the need for leadership and management at all levels of business fo cusing on ensuring nothing but absolute success. For leadership and management to achieve these roles, there is need for redefinition from the commonly held perspective. Management and leadership are two terms that are commonly and differently used in small businesses and importantly in rejuvenating a dwindling economy. To some people, these terms are seen as synonyms and hence used frequently and interchangeably. From other perspectives, these words are perceived as two different business approaches. Those identifying these terms as extremes maintain the possibility of an individual being a bad manager and good leader simultaneously. Others have resided somewhere between the terms insisting that while management and leadership inherently presents two different business approaches, it is possible to navigate in both positions for a successful business. In modern business environment, businesses whether small or large- will importantly require effective managers and effective leaders if any operation is going to be regarded as successful. While some perspectives argue that their contributions to organizational success vary, it is conclusively understood that management and leadership will apparently contribute positively towards any business success. For the purpose of this article, management and leadership are understood differently. Whether utilized simultaneously or differently, many businesses will give a precise testimony of significant impacts that leadership and management have on any successful business. Therefore, the main objective here is not to evaluate how the two terms vary, but rather how they contribute to success of small business. This essay will hence understand the fundamental characterizations of management and leadership, the components of effective leadership and management in small scale businesses and thei r underlying theoretical perspectives. Ideally with appropriate training, it is possible for managers and leaders to develop a successful small scale business. Leadership versus management In any small scale business, adopting an entrepreneurial spirit is perceived as critical for economic growth, enterprise growth, and overall nation wellbeing. Therefore in these entrepreneurs, the passion is motivated towards ensuring development of businesses that will outline success. As this business is continually natured, the aim is providing the best services and products at friendly prices that can easily be afforded by their customers. Therefore, without even contemplating on what constitutes leadership and management, business developers embark on a journey that is entirely perceived to be geared towards the overall goal. Ironically, these business leaders or managers hardly possess appropriate expertise, background, and desire of managing their businesses in a strategic manner. Leadership and management are important for success and hence if undermined, these businesses are likely to eventually fall or fail to achieve the overall objectives (Kouzes Posner 2007)3. Kouzes and Posner (2007) understand leadership as a process that enables a group member to influence fellow members towards achieving a common goal. Further, the same authors explain that while indeed there exists various leadership styles, there are particular leadership components that will inherently exist in all these definitions. These varying definitions will undeniably agree that leadership is a process; it incorporates influence, involves attainment of a well labeled goal, and occurs in a group context. Hence, regardless of how leadership is operationalized, these aspects will undeniably play a contributing role in the utilized theory and definition of leadership. From a different perspective, Kouzes and Posner (2007) argue that management is understood from varying definitions. Conversely, this does not imply that both management and leadership roles cannot be held by one individual, but management is perceived to follow a definition quite different from leadership. Management definition incorporates supervisory, administrative, and executive direction of an organization or group. Therefore, management and leadership are perceived to share numerous similarities. For instance, going by the understanding of Gordon and Yukl (2004), both leadership and management are ways of impacting influence and collaborating with people for achievement of the overall goal. However, management and leadership fields can also be observed to be different. In Kotlers leadership theory, leadership is an old concept that has been employed in business for many centuries. Management on the other hand is a concept that has been developed over the last 100 years as a result of industrial transformation. Kotlers perspective is undeniably shared by many scholars when it comes to understanding leadership and management. For instance, according to theorists Nanus Bennis as qtd. by Gordon Yukl (2004), management is perceived to be an approach through which activities are accomplished in such a way that routines can be mastered. Leading hence implies influencing others and development of a vision through which change may be enhanced. Rost (Chemers, 2002)4 on the other side understands leadership as a relationship with multidisciplinary influence while management is perceived to be authoritarian leadership that is lined towards one direction. Chemers (2002) adds that leadership and management are two different business approaches that should be h andled by different individuals. Moreover, an overlap exists in the two fields. For instance, when management activities are aimed at assisting employees to achieve organizational goals, this form of management is observed to be operating under leadership. As the leaders are involved in features such as organizing, planning, controlling, and staffing, they are observed to be operating under management. This is a simple indication that these two aspects will undeniably involve interchanging and similar roles and hence can hardly be fully isolated. Literature review In the United States, a larger section of economy is mainly centered on small businesses. In small businesses, leaders have used various approaches that have been employed to enhance organizational positioning in such a way that these business objectives and goals can be achieved (Howard, 2006)5. Based on the fact that economic condition has been a major concern, this market has witnessed a rapidly changing demand for small business. According to Pellerins (2007) perception, small businesses are individually owned and operated, hence hardly dominate in their field of operation. The last three decades have seen United States, among other global nations, witness a dominant development of small businesses (Kuratko, 2007)6. These small businesses have, in United States, resulted to the GDP growth by more than half, serving as a main source of job creation through incorporation of more than 50 of the workforce. Therefore from studies, it is apparent that when it comes to the economic growth, small businesses are hardly detachable. From the United States Census (2005) statistics, 13.3 million United States organizations were registered as small scale businesses by the year 2004. The small business increase has come as a boost to economic growth and as a means of employment creation. Growth in small businesses has been linked to economic improvement and most importantly creation of new employment. According to Kurakto (2007), small business growth has been attributed to increased competition, profitability, and well framed organization goals. In order for these achievements to be enhanced, Kurakto (2007) has noted the importance of effective leadership. However, this has not always been the case because as earlier highlighted; poor leadership is inherent in many small businesses. Beaver (2003) and Perry (2001)7 affirms that one of the reasons for failure in much small business is simply because of poor leadership. Based on this understanding, Gordon and Yulk (2004) have mainly targeted their reteach in understanding important leadership skills that affect small scale environment. More than two decades ago, Beaver (2003) analyzed 200 small scale businesses that had recorded bankruptcy. From the study, it was clearly observed that the main reason behind failure of small business was management neglect, and lack of knowledge on leadership. Therefore, if these small businesses have to be successful, it is important to incorporate leadership styles. As Pellerin (2007) observes, the rate of failure in small businesses is high. This author observes that by the end of the third year, the rate of failure hits more than 62% in many small businesses. However, this study does not incorporate another burning issue: management incompetence. Scheers and Radipere (2007) add that within the first ten years of business operation, 90% of small business fail. These authors strongly agree that failure in these businesses is mainly caused by poor skills in management and leadership. As a result, for any economy to be successful, small business have to be competitive and productive (Beaver 2003)8. For any economic growth, the central role of small businesses can hardly be undermined. For these businesses, leadership and management skills should be understood as main steps towards increased returns. These skills are well incorporated in different theoretical perspectives. From various authors, leadership has been understood differently although th ere is a common agreement in these varying perspectives. Leadership has always been perceived to be a process through which one person is able to support and aid others to accomplish common tasks. Through leadership, a way is created through which contribution is enhanced by ensuring that extraordinary things are implemented (Pellerin 2007). In addition, if these leaders have to be successful, they should importantly portray internal control locus. Charismatic leadership Charisma in leadership is highlighted and defined in numerous ways. It is however perceived to be an exemplary character that is natured in an individual person. According to Kouzes and Posner (2007)9, charismatic leadership is perceived as a behavioral inclination of leaders that result in development of exceptionally strong relationship between leaders and their followers. For these charismatic leaders, Robbins and Coutler (2003) has highlighted three exceptional leadership characteristics which are; expression of high confidence, strong convictions, and dominance in their beliefs. The same authors also add that these charismatic leaders should be able to demonstrate optimism, determination and confidence, and collective ability of accomplishing mission and realizing the vision. These authors arguably add that these leaders are also required to engender trust as well as the ability to take personal risks to prove that their approach is indeed justified. Therefore, there is a high l ikelihood of charismatic leaders focusing to develop a clear and distinct group. Charismatic leadership has a high likelihood of being found in emerging and struggling small businesses than in stable and successful organizations. Emphasizing on the importance of this leadership, Kouzes and Posner (2007) have highlighted five important attributes that must be found in any leader to be categorized as charismatic. They are: (1) Articulation and vision; (2) Sensitivity to the needs of employees; (3) Personal risk taking; (4) Sensitivity to the business environment in which the business is operating; and (5) Execution of progressive behavior. Schermerhorn (2005) has summarized charismatic leaders as leaders or managers who are capable of sparking a sense of belonging towards the business. In addition, these leaders have been able to inspire their employees towards a direction in which organizational objectives and goals may be achieved (Schermerhorn 2005)10. Transformational leadership According to Pryor et al. (2007)11, transformational leaders are able to impact movement and change in their organization. Such leaders are able to seek ways of altering the prevailing structure while ensuring that people are continuously convinced to support new responsibilities and vision. For the excellent transformational leaders, power and authority is utilized as motivational and inspirational tools to the people they follow and trust. This leadership is hence able to provide energy producing characteristics through which new changes are likely to be generated in a business. Furthermore, these leaders are capable of motivating followers to transcend their individual interests for other combined purposes while at the same time ensuring that these followers are assisted to increasingly satisfy their individual needs. Pryor et al. (2007) have revealed inner transformational leadership characteristics in small business. These characteristics are highlighted to be inclusive of hones ty, integrity, and personal values. These characteristics are positively influential to the leaders behavior. For effective performance, a major ingredient is connection of transformational leadership with life experiences. This inner connection is combined with the resulting behaviors do develop external behaviors through which a business is transformed. For instance, a group vision is produced by a sense of personal involvement. Management models Conventionally, small businesses have been seen to have a low likelihood of utilizing strategic management models in comparison to large organizations based on a number of reasons. They are: (1) Small businesses are in most cases owned at the family level; (2) The leaders in small businesses are in most cases focused on daily operations thereby paying minimal-if any- attention to strategic management systems and management models; (3) Small businesses are mainly less endowed in financial resources that can comfortably be utilized in improving business performance through training; and (4) Competitors at their levels apply similar business approaches, without incorporation of any managerial models and implementation of systems through which improvement can be enhanced. Additionally, entrepreneurs involved in development of small business are hardly interested in development of procedures and processes. On the other side, large organizations obviously incorporate people with a clear understanding of management models by the time they have completed their studies in colleges. Moreover, these organizations have large amounts of finances that can resourcefully be allocated to training. Large scale businesses compete with large business opponents that are competitively and strategically driven. Strategic management approach This approach was initially developed by Toombs, White, and Pryor (1998) with a perception that small scale business leaders or managers incorporate strategic management elements in their business. This ideal incorporates the SWOT analysis together with the vision, mission, objectives, goals, values, competitive advantage, critical success factors, measurement, and feedback. Various theorists strongly insist that strategic management is an important aspect for a small business targeting enhancement of quality initiatives. Numerous authors have mostly insisted that as a result of incorporating various business theories, models, standards, tools, strategies, surveys, and training, it becomes possible for small businesses to be improved. These theorists mainly insist on the need for integrating quality initiatives into the organizations strategic management (Pryor et al. 2007)12. As a way of creating additional emphasis on this point, Chemers (2002) explain that total quality management must be linked to the strategy of a business because most strategies incorporate goals. Chemers also adds that TQM must be guided by a senior team in management and project selection must be based on their importance when it comes to achieving success in a business. Robbins and Coulter (2003)13 supports the perception above. However, they argue that customer impact must be integrated with strategic management as a way of achieving the desired results. Model While strategic management theory is perceived to be a model that should be incorporated by business leaders for long term success and survival, this model hardly incorporates the 5Ps model that was established by Pryor (1998)14. The strategic management model and strategic direction establishment is perceived to be incorporated in one of the five rudiments that should importantly be adopted to enhance a business success. For pneumonic purposes, this business approach has mainly been referred to as Purpose. The remaining elements are performance, people, processes, and principles. The 5Ps model is perceived to have some elements that are similar to those found in strategic management model that has earlier been examined. However, these elements have additional importance besides their individual importance. Moreover, their alignment is perceived to be equally important. Business leadership approaches Trait approach to leadership Trait approach is developed from great man model as an approach through which key characteristics can be identified for successful leaders. This approach is centered on the perception that through this approach, it is possible for leadership approaches to be isolated. Therefore, individuals possessing such traits can be selected, recruited, and installed into the positions of leadership. This theory has resulted in development of numerous traits. After numerous years characterized with continuous research, it is apparently hard to identify consistent traits. Although some traits have been found in various studies, these studies results have been inconclusive. It is possible for some leaders to possess certain traits. However, in case these traits are not present in an individual, this is not sufficient reason to disqualify such a person as a leader. In order to qualify an individual as effective leader, various traits should be processed. Nevertheless, there is a high likelihood of s ome traits to be more frequently observed than others. Some of the commonly observed traits in an effective leader are inclusive of friendliness, technical skills, task motivation, supportiveness to group tasks, emotional control, social skills, intelligence, and general charisma. Behavioral leadership The trait studies results were not conclusive. The inconclusiveness is based on the perception that it is hard to measure traits amongst other things. For instance, it is hard to measure such traits such as integrity, diligence, loyalty, and honesty. This inconclusiveness is what has challenged development of behavioral model. In this model, the focus is based on human relationships alongside performance and output. In McGregors theory Y and theory X managers, it is observed that an average individual is more likely to develop an inherent work dislike and will make all efforts possible to avoid working. In theory X, it is observed that this individual characteristic is highly likely to provoke the need for controlling, coercing, or even threatening individuals if they are to be encouraged to make efforts required for organizational goal achievement. Theory X is also based on the perception that an average individual highly prefers being directed as a way of avoiding responsibility. In theory Y, the managers believe that mental or physical effort expenditure is as natural as rest and play. In addition, the managers believe that employees are likely to exercise self-control and self-direction as a way of achieving the objectives that define their commitment. Moreover, the ability of exercising high level of ingenuity, imagination, and creativity in organization problem solution is widely (as oppos ed to being narrowly) disseminated in the people and human being potentials. From this theory, it is possible to conclude that theory X leader is more drawn towards an autocratic approach while theory Y leader is more drawn towards a participative style. In the managerial grid, developed through collaboration of Jane Mouton and Robert Blake, the focus has mainly been drawn to managers, employees (people), and task (production) orientation together with a combination of concerns between these two limits. Mouton and Brake model therefore suggest that team management, a major concern to production and employee, is the most effective leadership approach. Situational or contingency leadership approach to business Even as behavioral model is likely to assist management in a business when it comes to development of a specific leadership behavior, little guidance is given in understanding the constituents of effective leadership in varying situations. Undeniably, most modern researchers conclusively agree that indeed there exists no one appropriate leadership style for every manager under all settings. Therefore, development of contingency models was aimed at indicating that the utilized style is dependent upon such aspects as the people, the situation, and business among other surrounding variables. In contingency approach, it is understood that there hardly exists one specific approach through which managers can be able to lead. As a result of situations, varying leadership requirements are likely to be created for a leader. For this leadership situation, the solution is dependent on the factors affecting the situation. For instance, in a high routine environment characterized with repetitive tasks, a comparatively directive management approach it likely to yield best results. However, a more participative approach will be required in a dynamic environment. Building a successful business According to Howard (2006)15, business performance is perceived to be a multifaceted construct incorporating customer, operational, and financial oriented performance domains. The non-financial measures are inherent in Howard study. This performance measurement approach is incorporated as a result of limitation connected with small businesses financial data measurement. The satisfaction of the owners through performance of business is perceived to be one significant success indicators. Small business success is defined as performance level equal to or exceeding the firms owner expectations. The indicators that have mainly been employed in performance measurement are: profitability, annual earnings, and return on investments. Standards of a small business The small business standards have been developed by Chartered Quality Institute (CQI) (2007) in collaboration with the management consultants. This is a business model that is perceived to be important for managers targeting continuous growth in their business. Designing of the small business standards is aimed to be utilized in various investments that include small and medium size businesses, and micro businesses (CQI 2007). In the places where management term is utilized to imply micro business, it is likely to imply the proprietor. In the standard business model, there are nine main sections: (1) Customer care; (2) Business reviews; (3) Employees and staff; (4) management responsibility; (5) suppliers; (6) processes and work environment; (7) Correction and prevention of services complications; (8) Records; and (9) Documentation. While the standard is mainly perceived to be simplistic in comparison to the 5Ps model and Strategic management model, it incorporates numerous small bus iness management key ingredients. Therefore for small businesses, it is likely to be a good starting point as the business moves towards management and improvement of its organization (CQI, 2007)16. In relation to the small businesses standards application, one British Standards Institute website has observed that it is possible for real business standards to be achieved by small scale businesses. If this approach is well utilized, it hence has a high likelihood of resulting in: (1) elimination of inefficiencies witnessed when it comes to allocation of already limited resources; (2) improvement of marketing speed and risk reduction; and (3) enhancement of an effective competition with bigger businesses (British Standards Institute 2007)17. From the general leadership perspective, it is apparent that indeed success or failure in results production will mainly depend on leaders character. For these leaders to be viewed as effective, they have to be viewed as essential for the business success. However, the achievement of organizational success will not depend on adoption of similar leadership styles in all organizations. Nonetheless, these leaders will have an influential role on how the organizational goals are to be achieved by the employees in the organization. For this to be enhanced, small business leaders will require advanced understanding of the leadership styles to portray progress and development in achievement of organizational objectives and goals. With small business research, these leaders will be provided with understanding of leadership activities that are necessary for specific position if achievement of organizational objectives and goals is to be enhanced. These businesses will hence have to establish working environment for their business; this will be enhanced through leadership style. For organizational effectiveness, leadership will obviously have an important role. If employee empowerment will not be fulfilled in these organizations, there will be a high likelihood of employee dissatisfaction that will undeniably divert from achievement of organizational objectives and goals. Therefore, if a healthy working environment has to be maintained in these businesses, leadership should play an integral role. Conclusion The theoretical underpinnings evaluated in this article clearly demonstrate need for robust leadership existence in any small business. The failure of these businesses is indeed due to failure to adopt the necessary and fundamental requisites of a successful organization; effective leadership and management skills. This essay is very relevant; for instance in the current economic conditions that desperately require an influential intervention. Leadership hence should be trailed towards ensuring employee satisfaction and effectiveness as a way through organizational success and profitability will be enhanced. Consequently, robust leadership will eventually affect the success and profitability of small business. The way through which this will be enhanced is through incorporation of leadership and management theories analyzed in this essay. These leadership and management hence need to be employee motivation towards adaptation of organizational vision and mission. References 1(Luthans, Luthans, Hodgetts, Luthans 2001) 2(Shaw Shapiro 2002) 3(Kouzes Posner 2007) 4(Chemers, 2002) 5(Howard, 2006) 6(Kuratko, 2007) 7 Beaver (2003) and Perry (2001) 8(Beaver 2003) 9 Kouzes and Posner (2007) 10 Schermerhorn (2005) 11 Pryor et al. (2007) 12 White, and Pryor (1998) 13 Robbins and Coulter (2003) 14 established by Pryor (1998) 15 According to Howard (2006) 16(CQI, 2007) 17 (British Standards Institute 2007)

Graduation Speech: We Rule the World :: Graduation Speech, Commencement Address

We did it! We started from essentially nothing, a cold, boring piece of school district land and built it into a high school. Not just any high school, but our high school. Without standards and traditions to follow or be guided by, we shaped the halls of Private High School into something special. Now I'm sure that every senior class from Oshkosh, Wisconsin to Boring, Oregon to Fairbanks, Alaska to Beverly Hills, California feels that they really make a difference. And granted I'm sure many of them did. But I challenge any of them to start from what we did and build one of the most highly regarded high schools in the state. We've played for the President of the United States, we've stopped 51-game winning streaks, and we've built a robot. We have broken into post season play, won numerous debate awards, and ventured to the studios of Hollywood. We have gained respect by earning it. The administration, teachers, and other classes contributed immensely to this respectability, but no one has gone through what the Senior Class of 2012 has. We didn't think anything was different when teachers were handing out detentions, aka pink slips, like candy. We had just come from Junior High and didn't know anything different. When there were no wins and subsequently no spirit, we didn't realize that wasn't high school. Yet something told us that there had to be more. When we traveled to schools such as Cascade and Blanchet and saw what high school was "supposed" to be, a glimpse into what we might became was gained. And still what it was "supposed" to be wasn't what it ought to be, and definitely not what we wanted it to be. By growing from our innocent beginnings, everyone from the typical "computer nerd" to the all American "jock," albeit many unknowingly and others certainly unadmittingly, share a common bond. A unique feeling of care for one another that will never diminish. It is truly amazing that in such a large group of individuals there is a oneness, a love, for each other that can never be broken. It is a wonderful feeling that you've got a friend. It is this feeling, this love, that we now must take into a world of chaos. A world where wages are low and prices are high. There is more crime, more hatred, and more lethal weapons than ever before. We have nuclear, chemical, water, and air pollutions of all kinds.

Optimizing Operations at United Parcel Service Essay

United Parcel Service (UPS) is the world’s largest air and ground package-distribution company, with annual sales of about $34 billion. It is also a leading provider of specialized transportation and logistics services. Following its nearly 100-year promise of the â€Å"best service and lowest rates,† this company currently delivers over 13. 6 million parcels and documents every business day within the United States and in over 200 other countries and territories. UPS’s primary business is timedefinite delivery of packages and documents worldwide. It has established a global transportation infrastructure and comprehensive set of guaranteed delivery services, including integrated supply chain solutions for major companies. UPS is the industry leader in the delivery of goods purchased over the Internet. UPS operates a ground fleet of more than 88,000 vehicles, including its famous brown delivery trucks and large tractors and trailers. In the United States, UPS manages 27 large package operating facilities as well as over 1,000 additional smaller package operating facilities. The smaller facilities have vehicles and drivers stationed for the pickup of packages and for the sorting, transfer, and delivery of packages. UPS owns or leases nearly 600 facilities to support its international package operations and over 750 facilities that support nonpackage operations. This vast ground delivery system is integrated with express air services that use 600 airplanes. UPS operates the ninth largest airline in North America and the eleventh largest in the world. UPS aircraft operate in a hub and spokes pattern in the United States with a primary air hub in Louisville, Kentucky, nd six other regional air hubs in various cities throughout the United States. These hubs house facilities for the sorting, transfer, and delivery of packages. UPS estimates that this integrated door-to-door delivery system carries goods worth more than 2 percent of the world’s gross domestic product (GDP). The company faces relentless competition from such other organizations as FedEx, DHL Worldwide Express, the United States Postal Service, Deutsche Post, and TNT Post Group. Although UPS is the overall leader, the company is not number one in every way. For example, FedEx, with about $34 billion in annual sales, leads the market in overnight deliveries, whereas DHL is the leader in cross-border (international) express deliveries. To meet competitors head on, UPS long ago started investing heavily in advanced information systems. Technology powers virtually every service the company offers and every operation it performs. UPS offers many choices: overnight air versus low-cost ground delivery, simple shipping or a panoply of supply chain and warehousing services. Customers can choose the delivery option or service that is most cost-effective and appropriate for their requirements. UPS has been using its automated package-tracking system to monitor all packages throughout the delivery process, collecting electronic data on 93 percent of the packages that move through U. S. systems each day. Its customers can track their own parcels and letters using the UPS Web site, and many customers can also track their items on their own computers using a UPS system that the customers embed into their own Web sites. However, UPS’s competition now uses much of this same tracking technology and is moving into areas where UPS has been dominant. FedEx, for instance, is trying to become a player in ground palletized-freight and international shipping. It wants to funnel package data from all of its operations into a single transparent system. Fierce competition has stimulated UPS to find even more innovative ways of servicing customers while also reducing its own costs. UPS management believes the company is still a leader in reliable package delivery and that its unmatched integrated air and ground network provide it with a level of service quality and economies of scale that differentiate it from competitors. The company’s strategy emphasizes increasing core domestic revenues by cross-selling its existing and new services to a large and diverse customer base. It hopes to grow its package business by offering services for synchronized commerce, elping customers manage the flow of goods, information, and funds throughout their supply chains. For example, UPS developed Web-based software for DaimlerChrysler AG to manage centrally all parts moving to and from more than 4,500 dealerships. While expanding these services, UPS hopes to limit the rate at which expenses are growing. It is counting on information technology–driven efficiencies to increase its operating profit. In 2003, UPS announced plans to invest $600 million to simplify and optimize its package-sorting and delivery systems. Management believes that this systems investment will produce significant gains in efficiency, reliability, and flexibility. Once fully deployed in 2007 in over 1,000 UPS package-sorting facilities, these systems are expected to reduce operating costs by approximately $600 million each year. In 2003, UPS domestic operating profit declined $304 million, caused by both slow growth in revenue coupled with higher operating expenses. Higher costs for fuel and higher rents both played major roles in expense increases.

Ceo – Kevin Plank

Kevin Plank, the Chief Executive Officer and President of Under Armour (UA), is an entrepreneurial hero that was recently added to the Forbes 400 list. He is also seen on other lists such as Forbes 40 under 40 and America’s 20 most Powerful CEOs 40 and Under. The youngest of five brothers, Plank always had the entrepreneurial spirit and a competitive drive to win. He started shoveling snow at the age of ten and held several jobs throughout his school days. He even had a small annual business, Cupid’s Valentine, which sold roses for Valentine’s Day.Plank says he put away $17,000 from the rose business, which was used as the start-up money for UA. Plank played football for Maryland, and as recalled by his teammates, he wasn’t the â€Å"biggest guy† or the â€Å"fastest guy,† but the one who â€Å"worked harder than anyone. † What he learned over the years on the football field is still used by him and has helped make him one of the most successful entrepreneurs today. In all the stories about Planks childhood, schooling, athletic, and professional careers, he is described as an outgoing, people person.On the Big Five Personality Trait chart, he would be high on extraversion, agreeableness, conscientiousness and openness to experience. He always wanted to win, was good at motivating his teammates, he got along well with everyone and he was original and daring to take a risk and start up his own business. His internal locus of control probably contributed to him starting his own sports apparel business. Instead of being frustrated and blaming outside forces, he was able to figure out how to make it better and use it to his advantage.The story of Under Armour begins in Maryland where Plank was a walk-on special-teams football player at the University of Maryland in 1995. He was fed up of having to change shirts often during his games and practice because he would sweat so much, his shirts would weigh him down and feel uncomfortable. During his senior year, he was in his dorm room drawing the first UA shirt. His idea was to combine the snug fit of a Hanes cotton T-shirt and the lightness and fast-drying texture of synthetic, stretchy fabrics used in women’s lingerie or compression shorts. His first batch cost him $480 for seven prototypes from a local tailor.He had his teammates at the University test out the ingenious â€Å"performance apparel† that would wick the sweat from their bodies and make them lighter and faster. With positive feedback, he ordered 500 more shirts from the New York Garment district and gave them to his high school and college teammates and also mailed them to college and professional football player friends from around the country. Player recommendations were very important to the success of his start-up company. He always emphasized that â€Å"making yourself look bigger than you were† is important.Starting in his grandmothers basement, using his $17 ,000 in savings, running up $40,000 in credit card debt and with great athletes on board he was on course to a successful sports apparel company, which can compete with the likes of Nike and Adidas. Plank noted in 2010: â€Å"We went from $17,000 in revenue in 1996 to $110,000 in 1997 to $400,000 to $1. 3 million to $5 million to $20 million, $50million, $115, $205, $285, $405, $606, $725 and this last (third quarter of fiscal 2009) quarter $837 million. It’s one of those only-in-America stories that went from 1 employee to more than 2,700 today. In 2012 the company is worth over $1. 4 billon with over 4,000 employees, and is expected to have revenues of over $1. 8 billion this year. In the beginning Plank served as both CEO and the entire sales force for UA, selling his performance shirts up and down the east coast out of his car, with his head quarters in his grandmothers basement. Today, he has 63% share in UA’s stocks, and his headquarters in Baltimore, MD with in ternational sales throughout North America, Europe and even some parts of Asia. UA has taken over 3% of the athletic apparel market share in 11 years compared to Nikes 7%.If Plank continues to set high goals for his company, they are bound to be as popular as or even more so than their competitors Nike, Adidas and other athletic apparel companies. As stated earlier, Kevin Plank still uses what he learned on the football team. He runs his company like it’s a team; he is the Captain/Coach and each employee is a team member. The company refers to meetings as â€Å"Under Armour Huddles,† which include rules such as: â€Å"be prepared to huddle,† â€Å"manage the clock,† â€Å"know your position,† â€Å"run the huddle,† â€Å"execute the play† and â€Å"respect your teammates. An Under Armour manufacturing manager in Asia explained: â€Å"We do not have a front end and a back end, we have offense and defense. We do not have colleagues, w e have teammates. We do not have meetings, we have huddles. Everything is related to sports. † Her statement hits the core of Corporate Under Armour. In many of the articles online, it is clear that Plank is still a humble and regular person. He keeps in touch with his old teammates and friends and is a very personable individual. Plank definitely shows organizational commitment. After graduating college he started this ompany and invested everything he had. He believes his company to be young and uses the analogy that â€Å"UA, at 16, is not unlike a 16-year-old. It’s a good kid, but still screws up sometimes. By 21, he reasons, the kid will be more mature. Plank has managed to stay in charge of Under Armour as it went from being a startup to an established company. He believes that what he can get the company to â€Å"has been galaxies beyond what anyone else ever dreamed. † His was the first brand to disrupt an industry in a down economy where many businesses were shutting down.He is not afraid to explore unorthodox ideas and implement them to make his company more established. Looking at the Trait Model of leadership we can evaluate the characteristics that Kevin Plank displays. First, with Intelligence, knowledge and experience, it is seen that Plank took a problem he had with sweat soaked shirts that weighed him down during football games, came up with a solution and was able to implement it and spread the idea. He also shows dominance and self-confidence because since the day his company started he has worked in almost every position including: research, development, sales, marketing and leading.Because he knows every detail of his business, he can walk with confidence knowing that his employees look up to him and can go to him with questions and concerns. Also, because he treats his company like a football team, he is knows to always show high energy. He walks to his â€Å"huddles† wearing under armour gear (UA Polo, sneaker s, etc. ) and talks to his â€Å"team† as he was a coach preparing them for a game. In an interview with leadersmag. com, Plank was asked what his management style is. He emphasized that UA is an empowering brand and that like the brand he wants to inspire people. Empowerment is the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality and cut costs. † When Plank hires someone he wants to make sure that they bring in someone innovative, and someone capable of thinking for themselves and come up with better more efficient ways of doing things. In another interview on Inc. com, Plank was asked how he kept his employees motivated. He responded saying, â€Å"motivation, passion, and focus have to come from the top. He believes that attitudes are contagious and how he feels about the company is how his employees are going to see it. Also, he talks about the importance of communication, and how employees feel more motivated when they feel needed, appreciated, and valued. He can’t necessarily meet with every single one of his employees, but he still goes out of his way to meet the employees that are going above and beyond. He then strategically places them throughout his company so that their attitudes reflect on the other employees.From his responses to those interview questions, it is pretty simple to see that he is more of a Relationship-oriented leader. Although he wants innovation in his company, he sees it as important that the employees are taken care of and the moral is always high. The â€Å"culture† at the headquarters in Baltimore is very unorthodox. They have it set up on the inside like a little football field almost, where the employees can take breaks and throw around a foot ball, go for a jog, or even lift weights. The 23-year-old Kevin Plank took a problem he had, was innovative, and came up with a solution.Starting from his dorm room, followed by his grandmother’s basement, he never gave up on his idea and till this day, his views and what he expects from Under Armour are beyond what anyone can imagine or comprehend. Plank is now 40 years old and was recently inducted to the Fortune 400, a lit of the wealthiest people in America. From humble beginnings and a drive to achieve greatness, he has become part of the sport apparel industry and is challenging established companies such as Nike and Adidas. The mission statement for UA is â€Å"TO MAKE ALL ATHLETES BETTER THROUGH PASSION, DESIGN AND THE RELENTLESS PURSUIT OF INNOVATION. UA promises us to always come up with bigger and better ideas to improve athletes everywhere. Also, Plank proves himself to be a true entrepreneur. He mentions â€Å"There’s an entrepreneur right now, scared to death, making excuses, saying, ‘It’s not the right time just yet. ’ There is no such thing as a good time†¦ Get out of your garage and go take a chance, and start your business. † That is very inspirational because many times great innovators get stuck with the idea because they are too afraid to take the first step. Kevin Plank can be looked upon as a role model for entrepreneurship and endurance against odds.He is also a very influential CEO because even after 16 years, UA is still moving up with no intentions of ever selling out or being lame. Works Cited Brown, Abram. â€Å"Under Armour Sprints To Higher Sales And Profits, Lifts Full-Year Outlook. † Forbes 24 July 2012: 45. Print. Dessauer, Carin. â€Å"Team Player. For Under Armour CEO and Kensington Native Kevin Plank, It’s Always Been about the Huddle. † BethesdaMagazine. com Mar. 2009: n. pag. Print. Jones, Gareth R. , and Jennifer M. George. Essentials of Contemporary Management. Boston: McGraw-Hill, 2004. Print. Melby, Caleb. Meet The 20 Newcomers To The Forbes 400. † Forbes. Forbes Magazine, 19 Sept. 2012. Web. 13 Nov. 2012. . Roberts, Daniel . â€Å"Under Armour Gets Serious. † Fortune 7 Nov. 2011: 152-62. Print. Subramanian, Ram, and Pradeep Gopalakrishna. â€Å"Under Armour. † Business Case Journal 19. 2 (2012): 62-83. Print. â€Å"Under Armour’s Kevin Plank on How to Motivate Employees. † Interview by Ben Chase. Inc 1 June 2009: n. pag. Web. â€Å"An Empowering Brand. An Interview with Kevin A. Plank, President, CEO, and Chairman of the Board, Under Armour, Inc. † Leaders Aug. -Sept. 2012: 18. Web.