Market Segmentation Dissertation

1) Market segmentation is the process of dividing a market into direct groups of buyers who might require separate products or market mixes, which is basically the classification of customers into groups with different needs, characteristics or behavior. There are four different types of segmentation variables, consumer markets can be segmented by: Demographics, Geography, Psychographics and Behavioral. These four points cover all the market segments for any product produced and released into a particular market place including the wine industry of Margaret River.

Demographic segmentation occurs when the market is divided into groups based on variables such as: Age e.g. needs & characteristics of teenagers vs. seniors, Gender e.g. Cosmetics, magazines aimed specifically to women, Income e.g. BMW = high income earner, Hyundai = low income earner, Household/family e.g. food products for a single household vs. a household with children, as well as Education, Religion and Nationality.

The demographic segments of the marketplace for the wine industry of Margaret River are as follows:
· Age – due to the law, to consume alcohol hence wine, you must be of 18 years of age.
· Gender – the wine industry does not target either sex, however there is the traditional Australian attitude that men drink beer and women drink wine.
· Income – influences the quality and quantity of wine you may be able to afford.
· Religion – is very much apart of many beliefs where we “drink the blood of Christ”, however some beliefs forbid the consumption of alcohol.
· Nationality – some countries are big on there wines i.e. the Italians love their red wines.

Geographic segmentation is very straight forward through that markets can be segmented based on regions which have different beliefs, cultures, behavioral patterns, etc. Many of the wineries of Margaret River are now “regionalizing” their marketing programs – localizing their products, advertising, promotion and sales efforts to fit the needs of individual regions, cities and even suburbs. A lot of these wines are sold in variety cartons throughout Australia to cover every ones favorites. A lot of red wine for example is exported to Italy to challenge the drops from France, due to the Italian culture and the behavioral drinking patterns of Italian people. However, most wineries are changing the nature of geographic segmentation by using the internet to widen their markets. E.g. www.eaglevalewine.com.au

Psychographic segmentation occurs when markets are divided into different groups based on social class: reflection of income, education & occupation. Lifestyle: how consumers spend their time and brands/products used (e.g. Sanitarium vs. McDonalds) or personality characteristics: match product and consumer “personalities” (e.g. clothes we wear) Psychographic segmentation very much so occurs within the wine industry of Margaret River, being a well renowned, prestigious area for the production of wine many of the products like Eaglevale Chardonnay are designed to service a more affluent class of society. However many wines are suitably priced to make it affordable for most of society.

Behavioral segmentation divides buyers into groups based on their knowledge of the product, their attitude towards it, the way they use it and their responses to it. Many people buy products due to the benefits sought from a product (e.g. toothpaste – flavor and appearance, brightness of teeth, decay prevention and low price) Usage patterns: type of brand used (e.g. decaf vs. espresso drinkers), Usage rate: heavy vs. moderate vs. light users (e.g. season tickets to football) Many marketers believe that behavior variables are the best starting point for building market segments. Margaret River wines benefit users through the taste and flavor of the product, generally the produce is consumed in a social or intimate sense rarely on an individual basis. Wine consumers generally use the same vineyard due to there preference to a particular drop. I personally prefer the wine produced by Cape Mentelle winery Margaret River. Depending on ones desire to consume the liquids of the Margaret River region will influence there usage rate.

2) Over the next decade the likelihood of new segments emerging is slim, the wine industry of the Margaret River region is an established, stable industry, which will continue to grow within each market segment but I doubt the emergement of a new segment. The nature of geographical segmentation has really changed through the internet being a major marketing tool for the wineries of Margaret River, but further change may only be brought about through increased technology which may spell change to the emergement of a new market segment.

3) Wineries such as Cape Mentelle, Eaglevale, Evan & Tate, leeuwin Estate etc use the components of behavioral segmentation as the best starting point for building market segments. Behavioral segmentation deals with the knowledge of consumers, attitudes towards the products, uses for the product, user status, usage rate, benefit sought and loyalty status. All of these variables are used as a foundation by the vineyards in order to market there products to there perspective buyers

4) Geographic segment.
The first settlers to Western Australia brought grape vine cuttings collected en-route at Cape Town, South Africa in 1829. Consequently, Western Australians have been practicing the art of wine production since the earliest colonial times. While our wineries contribute a minuscule 2% of the total national production, they are solidly planted at the premium end of the market and have a firm hold on 57% of the national sales of premium wines and around 11% of international premium wine sales. The world seems to agree that we have perfected the formula as local wines continue to collect highly coveted awards and accolades both at home and overseas.
With this said it is easy to determine the customer characteristics, associated with the Margaret River wine industry. The table below shows the customer groups related with Geographic segmentation.

Geographic segmentation
World region or country Europe is where Margaret river has 11% of premium sales.
Country region Mainly Italy, but also France and other wine cultured European countries. Australia however is the predominate market.
Density Not relevant
Climate Doesn’t matter, as wine can be drunk in all climates. Red wine in cooler climates and white in warmer climates.
City or Metro size Not applicable.

Demographic segment
The Margaret River region is renowned as one of Western Australia’s most popular destinations. It is a place of indulgence with stunning scenery and the delights of World Class wineries and the gourmet vineyard restaurants of the Margaret River Region.

Responsible for producing 2% of Australia’s wine as already stated but over 15% of Australia’s premium wine, the 60 or so wineries in the region open for cellar door sales, and tastings offer the visitor an impressive selection. Boutique beer breweries, exquisite cheese product, jams and condiment producers, a marron (freshwater crayfish) farm, olive groves and even chocolate and fudge factories also add to the gourmet experiences. Add this with an immense array of art and craft galleries, the area offers visitors a fabulous opportunity to experience the work of local producers and artists.

The actual wineries themselves market themselves locally within Western Australia, however their produce is marketed nationally and internationally. The table below demonstrates the customer groups associated with the winery Eaglevale estate.

Demographics for Eaglevale
Age The wine: marketed towards the 18+ generations, but more towards the older middle aged people.The winery: marketed towards families and couples on holiday.
Gender The wine: both genders however Australian men tend to drink more beer than wineThe winery: both genders as there are many different activities to engage in.
Family size The wine: N/AThe winery: all family sizes from couples to families with ten children.
Family life cycle The wine: all cycles from young 18+ to older married with childrenThe winery: all cycles from young 18+ to older married with children
Income The wine: there are four wines to choose from at Eaglevale estate, starting at $19.50 and ending at $32. There are wines to cater for most income brackets.The winery: the winery itself is quite expensive to visit, if you come as a family, however single people find it quite affordable. Lower income earners are not targeted by the wineries.
Occupation The wine: not targeted to any segmentThe winery: not targeted to any segment
Education The wine: maybe universities and TAFEs but not really, as beer and spirits hold the main marketThe winery: does employ university graduates such as those completing degrees in viticulture.
Religion The wine: not marketed to non-wine drinking religionsThe winery: doesn’t discriminate between religions
Race The wine: not marketed to non-wine drinking culturesThe winery: caters for all cultures wine drinking or not.
Generation The wine: the baby boomer era and the era after that would purchase the majority of the wines.The winery: older generations generally visit the winery more regularly than any other generation, as retired people have a lot more time to travel and wine is the drink of most older people.
Nationality The wine: The Italians, French and Australians are the biggest consumers of the wines.The winery: mainly Australians visit the winery for tastings etc, however nearly as many tourists visit the winery.

Psychographic segment
Psychographic
Social class The wine: all classes above upper lowers.The winery: as above
Lifestyle The wine: most lifestyles such as achievers, extravagant, and flamboyant The winery: as above
Personality The wine: all personalities except the Australian beer drinkerThe winery: as above.

Behavioral segment
Behavioral
Occasions Wine: There are two segments in this market and they are regulars and occasional. Regulars generally are wealthier and predominantly wine drinkers whereas occasional drinkers are not as wealthy and tend to drink other forms of beverages such as beer.Winery: This also has a similar segment as above, with locals (people within the SW, from Perth to Albany) tending to visit the winery on more numerous occasions than tourists or people further away than the SW.
Benefits Wine: Well priced within the Margaret river market, also caters for most income earners. Winery: Great service, food, wine and general experience.

User status Wine: This brand of wine is very flexible with long-term users, one-time users and potential users generally enjoying the great tastes of Eaglevale wines.Winery: caters for all types of users, as it serves not only wine but beer, food and other services such as tours etc.

Usage rate Wine: an average usage rate for Eaglevale wines is one bottle per user per week. This varies depending on the person’s economic, social and behavioral background. However this wine is generally used lightly as it is quite expensive compared to other wines from the eastern states.Winery: light usage, as the winery is in a semi isolated area in the SW.
Loyalty status Wine: medium loyalty status, as there are so many competitive brands such as Evan & Tate circulating around the market.Winery: low-medium loyalty, as people tend to visit many wineries when traveling throughout the SW. There are the locals however that have a strong loyalty to the brand Eaglevale.
Readiness status Wine: Desirous; people know about the Margaret river wines, and are aware of there prestigious name, However Eaglevale is relatively new in the wine market.Winery: Unaware-Aware; Eaglevale is relatively new in the Margaret river region, so its product is not as well known as its competitors. But as people drive past the winery on the way to Margaret river and the tourist bureau is advertising its name it will soon be a desirous winery.
Attitude towards product Wine: Positive; all reviews of the wines have been very good, nationally/locally and internationally.Winery: Positive also; the wine is excellent as is the service and food.

5) Geographic customer groups.
The benefits the geographic groups receive from using the Eaglevale estate wines is the satisfaction and enjoyment of partaking in the consumption of a prestigious and well renowned wine. The customers in the cooler climates can enjoy a relaxing glass of room temperature red that is award winning and priced well among other prestigious wines, whereas the white wine can be consumed by customers in the warmer climates just as enjoyably. The point is that geographically speaking there are no disadvantages associated with the Eaglevale wines.

Demographic customer groups
The Eaglevale wines are suited for the 18+ bracket, however its predominant market is the older generations. The disadvantage here is that there is a large part of the market being missed, as under 18s are not legally able to drink and 18-mid 20s are more inclined to consume spirits or beer. The benefits however are that wine drinkers tend to be product loyal, or semi loyal as many wines are similar. This means that getting among the market is very important and Eaglevale is almost a major contender in the prestigious wine market. The company exports produce to Europe, which is the biggest wine consuming continent in the world, this inevitably gives the Eaglevale estate an edge in the wine market. As Eaglevale targets the older person, family or no family, the Winery has a broad Demographic range allowing it to try and enter into other market segments, as it is trying to do at its winery with a restaurant and proposed motel.

Psychographic customer groups
The social class segment covered is the working class and above segment, however the lower class segment can’t afford the wines so this is a disadvantage. However the lifestyle and personality segment is well covered by Eaglevale as it caters for a broad range of customers from authoritarians and ambiguous people to achievers and strivers.

Behavioral customer groups
The Wines from Eaglevale tend to have a fluctuating customer market with those that are product loyal, which is a great benefit. Also those which are one time or occasional users, which to a degree is also good as it proves that people are willing to try a new product. The usage rate and readiness of the wines is also pretty good at this stage as it is continually improving every year despite the competitiveness of the market. The overall attitude towards the product is very good, as reviews from various local wineries, as well as international wholesalers is overwhelming.
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MBA Essay Writing

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Ethics Dissertation

Ethics are the standards of right and wrong. They are the standards and values which influence our conduct and behavior. Ethics are sometimes called morals and the study of ethics is sometimes called moral philosophy. In the history of ethics there are three principal standards of conduct. These standards are happiness or pleasure; duty, virtue, or obligation; and perfection which is the most complete development of human potential. All people who have attempted to determine ethics have based their decision according to two chief principles. The first is that they think of something as right and the second is that the rest of society thinks of something as right. Therefore there is no real definition of what good ethics are; instead it is a personal choice. Your idea of good ethics may be entirely different from someone else’s idea of good ethics. Ethics are an individual’s personal value system and without them our society would be in chaos. (158)

The coming of Christianity marked a huge change in ethics, because it introduced a religious idea of what is good into our thoughts. In the view of a true Christian a person is completely dependent on God and cannot achieve righteousness through intelligence but only with the help of God. The main Christian ethical belief is “So whatever you wish that men would do to you, do so to them” - Matthew 7:12.

Work ethics is the desire to produce quality work and to give your best effort at everything that you do. Some qualities which determine good work ethics are integrity, reliability, perseverance, and the desire to succeed. Procrastination means putting off doing something because of habitual carelessness and laziness. Procrastination is one of the biggest signs of poor work ethics.

Good work ethics can be achieved by arriving on time and giving advance notice of absence if necessary, displaying loyalty, honesty, trustworthiness, dependability, reliability, initiative, self-discipline, and self-responsibility, respecting the rights of others; being a team worker and being cooperative, having appropriate clothing, grooming, hygiene and etiquette, demonstrating a positive attitude, being productive, having skills in personal management, time management, prioritizing, flexibility, stress management and the ability to deal with change, having appropriate verbal and nonverbal
skills, having leadership skills while maintaining appropriate relationships with supervisors and peers, and dealing appropriately with diversity and treating everyone with respect.

Work ethics affect every aspect of our lives whether we realize it or not. Work ethics or lack there of are the driving force for everything we do or don’t do. Most people who have achieved success have achieved it through good work ethics. A perfect example of this would be multi-billionaire Bill Gates. Bill Gates started out building computers out of his garage. His financial status was no different then that of the average working class American. However Bill Gates triumphed over adversity and rose to be the richest man in the world. He wasn’t born into his 40 billion dollars; he had to work for every penny of it. He showed incredibly good work ethics because he started his computer business very young and quickly shaped it into what it is now. Similarly most people aren’t born into an incredibly wealthy family but instead they have to work to build a life. In order to build a good life and have a secure future good work ethics are required. You can tell that you have good work ethics when you are working hard and achieving the goals that you have set for yourself. Conversely if you tend to procrastinate or if you lack productivity then it is apparent that you do not have good work ethics and you are not motivated.
Study ethics are similar to work ethics except they deal mainly with academics rather then all types of work. Study ethics are based on the same principles as work ethics such as attendance, attitude, productivity, organizational skills, cooperation, and respect. An example of good study ethics is not waiting until the last second to do your assignments, or doing your homework every night and showing up on time for class every day. Study ethics are being aware of what you have to do and then doing it rather than waiting and procrastinating.

From a students point of view study ethics are very important to succeed in school. Without study ethics a student cannot develop the skills he or she needs to eventually become a productive member of our society. Study ethics and work ethics go hand in hand for a student. If the student has poor work ethics then it likely that they lack study ethics as well. Benefits of good work and study ethics are success in any academic facility as well as success in attaining and maintaining employment. On the contrary consequences of having poor work and study ethics are being unable to keep a steady job and struggling through school.

In the words of Vigil an early Roman poet “Persistent work triumphed” meaning, constant labor leads to your ultimate success and unless you have work ethic all of your dreams will remain nothing but dreams. However if you work hard and keep trying then one day your dreams will become your reality and you will achieve the success you have worked for. Similar to the quote by Virgil, Euripides once said “Great effort equals great results” – Euripides. This quote means the more effort you put into a task the better the results are. So if you have good work ethics then you will put forward a consistently good effort and will achieve good results.

It can be said that idle hands are dangerous hands. This is evident in the quote “Work is the grand cure of all of the maladies and miseries that ever beset mankind” – Thomas Carlyle. This quote means that if everyone in the world would do their fair share of work then the world would be a much better place and mankind as a species would be flourishing instead of killing each other in acts of greed and hatred. Similarly Albert Einstein said “Everything that is really great and inspiring is created by the individual who can labour in freedom.” – Albert Einstein. This quote means that if we can learn to work without being forced to do so then we will yield good results. It can also be said that “The secret of happiness is not in doing what one likes, but in liking what one has to do.” - James M. Barrie. This means that true happiness doesn’t come from getting your way all the time and doing whatever you want to do. Instead it comes from enjoying the work that you have to do, because you will get satisfaction from a job well done. If you only do what you want to do then it will eventually catch up with because you will have neglected to do the essentials.

It has been said that "Work banishes those three great evils boredom, vice and poverty." – Voltaire. This quote reiterates the point made earlier that idle hands can be dangerous hands. If you keep yourself busy with constructive activities then you will be conquering boredom because you will be busy doing something, vice because your mind will be focused on work rather than practicing evil, and poverty because you will be compensated for the work that you’re doing.

We should always try and practice good work and study ethics because the work that we do is a reflection of ourselves. This point is demonstrated in the quote “Every man's work, whether it be literature, or music or pictures or architecture or anything else, is always a portrait of himself.” - Samuel Butler. This quote shows us that in order to put forward a good image of ourselves we must give our best effort at everything that we do. In order to put forth a good image of ourselves we must put forward our best effort in everything we do. As Thomas Edison once said “Genius is one percent inspiration and ninety-nine percent perspiration.” - Thomas Edison. This quote means that the only way to achieve greatness is through a great deal of work because inspiration means nothing if you don’t have the work ethic to follow through with your plans. Personally I have many philosophies on both work and study ethics. Study ethics has helped to achieve what I consider academic success this semester. Last semester however was a different story. I was too easily distracted and therefore couldn’t concentrate on my school work. When exam time came I really had to buckle down and go through countless hours of studying so that I could keep my average high enough. If I had better work and study ethics last semester then I would have made the principals list rather then the honors roll. In my opinion without good work and study ethics you cannot achieve anything. People may argue that athletes do not need good study ethics and they are successful, but this would not be entirely true because most athletes are drafted out of university and in order to get into university you must have good study ethics. Athletes also have good work ethics because it takes a tremendous amount of discipline to stay in good physical shape.

In conclusion work ethics and study ethics are essential to humans. Without ethics there would be chaos and everyone would be doing what they want to do. In other words there would be total anarchy without ethics. In order to maintain order in our lives and function as a society we have to fulfill our commitments as decent human beings and make positive contributions as individuals. In closing “Commitments are only as strong as the will to fulfill them” – Pierre Trudeau
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Market Demand Essay

In today’s healthcare market, it seems like managed care companies are paying for less screenings, wellness and preventative medicine. Everyone wants to be healthy and know the numbers that can affect their lives. The thought of getting a disease or dying at an early age scares all of us but especially the baby boomer and elderly population. This large growing market is willing to open up their wallets and pay cash for the piece of mind that they are healthy. Hospitals are promoting heart tests to determine the risk of a heart attack; diagnostic imaging companies are setting up at the malls and charging hundreds of dollars to screen for cancer or stroke risks. It seems like there is a large profit to be seen in the preventative medicine area.

This environment is what brought about the potential for my patient care and education center. The location of the center is next to the pharmacy inside a Fry’s Food and Drug Store. It is centrally located on the west side of Phoenix and is close to several adult active living communities. It seems like the market potential for our services would be bountiful. The only issue is that the clinic is not marketing available services to its fullest potential.

The patient care center offers screening programs for diabetes, cholesterol, high blood pressure, osteoporosis and asthma. Along with these screening services, the center offers diabetes and asthma education programs to help newly diagnosed patient control their disease (Attachment 1). The majority of these services are provided by pharmacists that are certified in these disease states and a dietitian that offers nutrition advice and counseling. The services are not meant to replace physicians or regular office visits but to complement them.

Since the opening of the center, the primary focus of marketing has been on customers that shop at this Fry’s Food and Drug Store and surrounding stores. The surrounding markets such as senior centers, hospitals, medical offices, churches, schools, employers groups have not been pursued because of limited resources. As the business grows so does the opportunities to extend the programs to other market shares, the difficulty has been in defining the best direction and focus for that growth.

These types of health screenings and patient education services being provided by a pharmacist is a fairly new concept. At first some patients are skeptical of the services that are provided so the first step is to educate them on the benefit they provide. Once a person with diabetes sees how the center can help them understand their disease and make the most out of the short time they spend with their doctor at each visit, the word is out. They generally return and refer more potential customers. The center has been shown to be valuable for the winter visitor population that needs to have cholesterol screenings and other tests done for their physicians back home.

When evaluating the services available at the center, there are enough screenings and services to potentially offer value to the older population in the area. Educating the potential customer and selling them on the benefits of the services is the key for the center’s success.

Looking at the demographic information, the center is placed in an area that makes it convenient for the general population. The focus has been too small and needs to be on a larger market than just the shoppers at the supermarket location. Although research of the supermarket customers found the area to have a high older population with medications that focused them towards chronic disease states, the percentage of those customers that have taken advantage of the center’s services has been minimal. The center needs to refocus on the larger market share it wants to promote services to in the area. Possibly sending out flyers to outlying communities and making sure busy medical offices that may not have extra time to spend with newly diagnosed patients are aware of our services.

With the rushed healthcare environment that most patients encounter today, it is important to realize that not all patients are getting the information and services they need to stay in control of their health. The health screening programs available need to offer people more than just a number; they need to offer information and resources along with the test value so the services can aid in decision making and lifestyle changes needed to affect their well being. Patient empowerment is very valuable and wellness and preventative health programs may be part of the equation once people are aware of the benefits these programs offer.
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Management Transformation Research Paper

Management has gone through a significant level of fundamental transformation as a result of tremendous changes and increasing uncertainty in the business environment.

In the past, the business conditions were generally stable and predictable. Industry players were few and competition was not as intense or frenzied. Markets were primarily local or located within a limited geographical and cultural sphere and there was not much product heterogeneity. Meanwhile, the workforce was homogeneous and technology was less sophisticated and more mechanical. Thus, organizational values and goals were focussed primarily towards efficiency and stability. Planning was centralized and goals were generally set over a longer time-horizon. Management structures tended to be rigid and vertical and were characterized by top-down, autocratic hierarchies -coordination and decision-making primarily emanated from the top. People were grouped by common function and specialization, and essentially controlled and directed towards the achievement of bottom-line results. Rules and regulations were strictly enforced and operational procedures were generally standardized.

As the business environment increased in complexity and changes happening very rapidly, organization and management have been undergoing significant transformation to cope with these changes and reduce the impact of the uncertainties that these changes have brought along. Among the significant changes that have tremendous impact on the old management paradigm on a macro-perspective are globalization, technological innovation and changing social, political and economic conditions or circumstances. On a micro-level, these changes cover the rapidly shifting and increasingly sophisticated customer tastes and needs as well as the entry of competitors offering substitute products. Internally, these changes would include the transformation of the internal corporate culture as well as enhancements in the management of human resources in response to increasing workplace diversity and evolving needs of the workforce. To cope with these changes, organizations have adapted new approaches to management veering towards a learning organization.

PLANNING
Under the traditional management, strategy and planning have been the domain of the top managers. A central planning department was put in place composed of groups of planning specialists reporting directly to the CEO or the president. Given that the business environment was relatively stable and predictable, organizational goals and plans were usually long-term. However, as the business environment grew more competitive, complicated and fast-paced, the traditional/formal planning has become obsolete or inappropriate. Among the problems being cited are as follows:

a) Planners may not be in touch with the constantly changing market realities faced by the front-liners who are in direct contact with the customers;
b) Inhibition of flexibility whereby managers and workers may be stuck trying to follow a plan that no longer works due to changes in the environment; and,
c) Restrained creativity and learning among managers and workers as a result of the implementation of strict goals and plans set by the top management.

To address these problems, companies are shifting towards decentralized planning wherein planning experts were assigned to major departments or divisions to help them develop their own strategic plans. In some cases, organizations use planning task forces made up of temporary groups of line managers who have the responsibility of developing strategic plans. Others have taken planning a step further by involving workers at every level to develop dynamic plans to meet the organization's needs.

ORGANIZING
Traditional organizations were characteristically rigid and the structures vertical. Decision-making was centralized from the top with a clear line of command and authority. Work specialization and departmentalization was imposed given the traditional firm's focus on the value of efficiency. The traditional approach, however, resulted to poor coordination and communication among the different departments or divisions. In today's fast-shifting business environment and increasing market uncertainty, this approach has become ineffective.

In response to the changing environment, managers are shifting towards a learning organization approach which is characterized by a horizontal structure, team-based, decentralized decision-making, open information, empowered employees and a strong, adaptive corporate culture. In approaching the process of organizing, however, managers should consider various contingency factors that could influence the organization structure. Among these contingency factors are:

a) Strategic Goals involving either a product differentiation strategy (more horizontal) or a cost leadership strategy (more vertical).
b) The environmental uncertainty such that the higher the level of uncertainty, the more horizontal should be the organization.
c) The level of manufacturing and service technologies.
d) Departmental interdependence.

LEADING
Leading under the traditional organization was characteristically autocratic. As mentioned earlier, decision-making was centralized from the top with a clear-cut chain of command and authority. Communication channels were formal and generally downward. The traditional manager relies primarily on his legitimate, reward and coercive powers to influence his subordinates.

Learning organizations have adapted a more democratic and participative kind of leadership in response to the highly evolving business environment. The trend towards employee empowerment has given employees more say in the organization; thus making them contribute more to the organizational goals. Leadership in the learning organization relies more on expert and referent power. Among the types of leadership under the new organization include charismatic and transformational leadership. However, the traditional type of leadership may still be appropriate in certain instances such as the case for John McCoy of Banc One. Thus, approaches to leadership in the organization depends on certain situations which may include leader-member relationship, task structure, position power as well as follower readiness.

Under the learning organization, leadership is guided by the principal of "controlling with" others. The leader builds relationship by creating a shared vision and shaping the culture that can help achieve it.

CONTROLLING
Controlling under the traditional organization is bureaucratic in nature. It involved monitoring and influencing employee behavior through extensive use of rules, policies, centralized control and hierarchy of authority, rewards system and other formal mechanisms. Responsibility for control rests with quality control supervisors and not the employees. Employees rarely participate in the control process. Being a rigid organization, technology is used to control the flow and pace of work to monitor employees. While this approach may enhance organizational efficiency and effectiveness, the absence of systems to clarify what is expected of the employees may reduce motivation level in the organization.

Centralizing control, as mentioned earlier, tends to restrict creativity and flexibility that an organization would need to cope with the changes and uncertainties in the environment. As such, managers have started to implement decentralized control systems with employees participating in a wider range of areas including setting goals, determining standards of performance, governing quality and designing control systems. With decentralized control, employees are expected to pool their areas of expertise to arrive at procedures better than managers working alone.

Among the recent innovation in organizational control that was driven by the rising global competition and increasing customer satisfaction is Total Quality Management (TQM) which involves an organization-wide effort to infuse quality into every activity of a company.

There are other changes in organizational control resulting from the changes in organizational internal and external environments such as globalization, changes in management structures and methods, information sharing and employee participation as well as the increasing quality demands from customers and the need to cut cost to remain competitive. These include International Quality Standard (e.g. ISO 9000), Economic Value Added (EVA), Open-Book Management and Activity Based Costing (ABC).
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Managerial Influences Essay

Managerial Behaviour and the goals of management have long been identified by many as independent of the goals of shareholders . Two models have attempted to explain why the goals are different and how these goals are achieved; Baumol’s Theory of Revenue Maximisation and Marris’s Model of Managerial Enterprise . Initially the Two models will be briefly explained. Then, by reference to determinants of managerial remuneration, the empirical evidence of the occurrences of the determinants, the two models will be examined. This is to come to a conclusion on which model is best supported by the empirical evidence.

Models
Marris’s model of managerial enterprise is based on the goal of the manager to increase the balanced growth of the firm . This balance is achieved by offsetting two opposite goals; Maximisation of the growth of demand for goods/services of the firm and maximisation of growth of capital. Both of these goals require opposite treatment of retained profit.

To maximise growth in capital the management must distribute as much profit as possible back to the shareholders. This keeps the shareholders content with their investment and they will not sell shares or remove the directors. It can result in rising share values and reduce the risk of the firm being taken over. This therefore appeals to the management’s main aims, job security by not being taken over or removed.

The flip side of the coin is to increase the demand customers have for the firm’s goods or services. This is achieved by using as much of the firms profits for investment and increase the firms growth. This would increase the management’s utility at the sacrifice of shareholder utility.

Marris’s model requires that these to aims be balanced to achieve the maximum use of retained profit use for investment and still keeping the shareholders content. To achieve this balance it is necessary to employ two constraints; Managerial constraint and Job security constraint.

The managerial constraint is set by the skills of the current management team or by the limit by which the management team can be increase to increase those skills. Therefore, this limit is the maximum growth achievable. R & D would also limit the growth of the firm. If new products or new designs of existing products can’t be produced, the product will only have a certain life cycle.

Job security constraint is set by the amount the manager has to do to reduce the chances of dismissal. The manager may have to distribute a certain amount of profits to share holders to keep them happy with the manager’s performance. It is also necessary to keep share prices at a high enough level to reduce the chance of take over. Reducing risky investments will have similar effects.

The effects of these constraints can be seen from figure 1 (see below) and it can be seen that a balanced growth point is where management feel the trade off between job security and maximisation of growth is most desirable. The y-axis on the graph shows the profit distributed to shareholders and the x-axis depicts the growth achievable from investment. The growth curve symbolises the managerial constraint. This is curved because the most profitable investments are undertaken first. Management can undertake a policy which would maximise growth (point B) but at the sacrifice of distributed profit which would risk job security. A more appropriate trade off may be point A where distributed profits are much higher and growth is reduced by a smaller amount.

Baumol’s Theory states that the goal of management is not profit maximisation (shareholder goal) but revenues maximisation (increased sales). Baumol gives several reasons for this belief . The reasons to focus on are to do with remuneration of management, job security and prestige (which undoubtedly can lead to increased or decreased remuneration).

Baumol feels there is evidence that directors’ salaries and slacks are more closely correlated with sales of the firm than profit. So it would follow from this that managers would maximise sales for self interest.

Job security in Baumol’s theory is shown from the desire of management to have satisfactory profits, apposed to maximised profits. Maximised profit in one year may look bad for management when in subsequent years profits are not at the same maximised level.

Prestige can come from high sales. This prestige can increase remuneration (from head hunting or shareholder retaining their services) or if bad, increase the threat of management being replaced or reduce remuneration.

To achieve sales maximisation managers have to calculate the conditions which will achieve the maximum revenue. This is not the same as profit maximisation. Point A represents profit maximisation. Point B represents the point where sales maximisation, point Z, appears on the profit ability curve. It can be seen that profit maximisation and sales maximisation are not normally the same thing. Point A is the desired position for the shareholder and point B is the desired position for, in Baumol’s theory, management.

However shareholders will require dividends to stay happy with the firm’s performance. In Baumol’s theory there an Operative profit constraint.

The operative profit restraint is the minimum amount of net profit that the shareholder will be satisfied with. If this restraint is active it may reduce the maximum sales the directors can achieve. If this operative profit constraint is active then output will be greater as a sales maximiser than a Profit maximiser. When a operative profit constraint is operative then the maximum sales drop to point Y and the intersection on the profitability falls to point C. It can be seen that management can be limited in their sales maximisation policy if operative profit is closer to the profit maximisation point.

Empirical Analysis
When discussing which model best reflect the reality of managerial behaviour it is necessary to examine what motivates managers and what determines there objectives. Focusing on remuneration as manager main motivation gives the opportunity to examine empirical evidence of what determines the amounts management receive.

Martin Conyon and Paul Gregg Examined 170 firms between 1985 and 1990 . They looked into what factors determined top directors’ pay. In conclusion of their results, it is commented that the results they received pointed to previous, earlier studies , which showed that directors’ pay had very little to do with corporate performance. Therefore, from this evidence, profit, considered a major factor in determining corporate, would not affect the directors’ pay. This would be consistent with Baumol’s model and to a certain extent Marris’s model too. Baumol’s theory identifies sales maximisation as the primary aim. Marris’s model identifies the importance of growth which is identified as a factor with similar directors’ pay correlations. Conyon and Gregg also found from there results that there seemed to definite correlation between increases in directors’ remuneration and increase in sales again consistent with Baumol’s model.

Paul Gregg, Stephen Machin and Stefan Szymanski, came to a similar conclusion in a later study (this study included the period from 1988 – 1991 when Britain was in recession). Higher sales had a direct correlation with high directors’ remuneration and identified growth as a primary salary driver.

David Shipley published a study in to pricing policies in British manufacturing firms in 1981 . Although his study was more specifically on the pricing policies his finding suggested that there was some support for profit maximisation in manufacturing firms’ management . The majority of firms in the study used multiple goals when setting pricing policies . This would not entirely be consistent with Baumol’s theory which states focus of management to maximise sales only and primarily. All other goals displayed by the study were, if not profit orientated, practiced under the premise that profit targets would be met. This is consistent with the operative profit constraint in Baumol’s theory and the job security constraint in Marris’s model. This study would point more towards Marris’s model as there is more emphasis on increasing profit if for no other reason than to improve the amount of money available to put into investment and improve growth while still satisfying shareholders.

While sales are quoted to be a major factor in managerial remuneration. It is also stated that this is not the only factor which would affect their pay. It is therefore assumed that manager’s should consider all factors that affect them. Baumol does not identify other factors which in his theory management should consider. It has been has been suggested that early studies do not reflect the current sensitivity of remuneration of management to performance of firms. This is closer to Marris’s model.

Size of firms has been identified as the most important factor in terms of remuneration. For the size of a firm to increase it must grow. Marris’s model identifies the importance of growth to management.

There have been articles and studies that point to the unreliability of empirical evidence on corporate governance and managerial remuneration factors. So many methodical issues relating to principal and agency theory have been identified as the reasons.

Conclusion
Only remuneration factors have been considered when examining the two models. This makes the discussion incomplete as factors such as corporate structure, managerial labour market factors and personal managerial preferences have not been discussed. There are other managerial behaviour models and theories which have not been included which may be more consistent with the empirical evidence gathered in studies referred to, such as Williamson’s model of managerial discretion. Also more detail explanations of the two models referred to may have allowed closer examination of empirical evidence. Due to these factors, the discussion is limited. However, as I feel that management has the greater ability to influence there pay and it could be argued this is the most important reward for anyone in employment; this was the most appropriate factor to use.

To generate a conclusion from the arguments in this discussion is difficult as with many studies and opinions no conclusive results have been shown. It is my opinion that although sales may be an important factor in remuneration, many other factors exist. Baumol’s theory does not allow for management to apply other factors to their management goals. Marris’s model identifies growth in general as an important factor to the agent (management) and shows the constant battle between satisfying the principal (shareholders) and achieving managements’ utility. This appears more consistent with the difficulties shareholders have in aligning their managements’ interests with there own.
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A Rose for Emily Essay

Emily Grieson was a woman with a tragic life story. Through the story of A Rose for Emily, the writer, William Faulkner makes symbolic references of Emily’s appearance. Through Emily’s life transitions and mental disintegration her appearance becomes dilapidated. Judith Fetterley, a feminist writer, also mentions the effects of the time period and what is expected of a woman on Emily’s appearance, in her interpretation of the story. In an interview with William Faulkner he also describes the pressure of the time period on Emily.

A Rose for Emily tells of family history of insanity. Her father was a mighty overbearing man. The Grierson’s held themselves in higher regard than they were worthy of. When Emily was of age, her father would not let any man court her. She was described as a slender woman dressed in white when she was a young woman ready for marriage.

Emily shows signs of a mental collapse when her father passed away. She left his body in her house for three days and did not show any sign of grief. The town people did not question her mental capacity because her father was very controlling of her life. Faulkner describes the town people saying, “We did not say she was crazy then. We believed she had to do that. We remembered all the young men her father had driven away and we knew that with nothing left, she would have to cling to that which robbed her, as people will. Emily was sick for a long time after her father’s death. She cut her hair short, making her look like a little girl. She was described as looking tragic, yet serene. She was actually thinner than usual.”

Emily meets Homer Barron and have a romantic relationship. The town people all whisper their opinions of Emily throughout their courtship. They whisper things like, “Poor Emily.” The town people all believed that Emily should marry. Emily was living a life pressured by the time period that believed that women were worth as much as the man or she marries. Emily was not married at all. She did many things that made the town people talk and speculate. She bought Arsenic which made the town think she might kill herself. Then, she bought a man’s outfit, which made the town believe she was going to marry Homer Barron. She did not do either.

After Homer disappeared, Emily was only seen in her window on occasion. She grew to be fat with a head of gray hair. There was a brief time span of six or seven years that Emily brought herself into the public to give art lessons to young girls. After the girls were grown and stopped the lessons, Emily completely retreated to her house never to be seen again except through the windows. After Emily died, the town discovered the body of Homer Barron in the room prepared for a wedding in the abandoned house. On the pillow next to him, a strand of Emily’s gray hair.

In A Rose For Emily, there was a quote that suggest Emily would embrace the one person that molded her life thus far; “We knew that with nothing left, she would have to cling to that which robbed her, as people will.” Judith Fetterley suggest that Faulkner’s descriptions of Emily’s appearance was symbolic of Emily becoming her father. She says, “Having been consumed by her father, Emily in turn feeds off Homer Barron, becoming, after his death, suspiciously fat. Or, to put it another way, it is as if, after her father’s death, she has reversed his act of incorporating her by incorporating and becoming him, metamorphosed from the slender figure in white to the obese figure in black whose hair is ‘a vigorous iron-gray, like the hair of an active man.’ She has taken into herself the violence in him which thwarted her and has reenacted it upon Homer Barron.”

I agree with William Faulkner that Emily deserved a rose. Emily was a victim in her life. She was raised by a strict, overbearing father that would not let her date. In that time period, women married for a good social standing. Emily did not have a lot going for her in her life. She was apart from her family for most of her life. She only knew what her father would allow for her to know. As soon as he died, she was alone. Through the story, the people of the town talk as if they know what is best for Emily, but no one really offers a helping hand. She did not have any guidance. She locked herself in her house while her mind deteriorated. When she met and courted Homer Barron, she still had hope that she would be okay. When Homer did not offer to marry her, she lost her hope. She does not want to be abandoned again, so she kills him and keeps him in her room for the rest of her life. She also had a family history of being crazy. Faulkner writes that her aunt had mental illness. Emily did not have much going for her. If she were to get a jail sentence, it would be a tragic ending to an already tragic story. Emily’s life was a jail sentence of sorts. She locked herself away and lived a lonely, depressing life. She was an unfortunate person who suffered from adverse circumstances deserved a rose.
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