Environmental Taxes Act - Free Essay Example

Brief 213168 I have been asked to provide the Luminous Lighting Company with a legal opinion on the likely tax implications of section 10(1) of the Environmental Taxes Act 2007, which came into force in the UK on 31st January 2008, on its current business activities: The impact of section 10(1) of the Environmental Taxes Act 2007 on the Companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s current business activities; namely, manufacturing and supplying standard light bulbs, lamp bases and lampshades on a wholesale basis to supermarkets, garden centres, DIY stores, department stores and office equipment suppliers: The first thing to note is that s10(1) of the 2007 Act will only apply to those products[1] which are likely to be used in domestic premises. While this cannot be gleaned from a literal interpretation of s10(1), it is clear, from the long title of the Act, that Parliament did not intend for this tax to apply to products sold for use in non-domestic premises[2]. Therefore, I wo uld advise the Company to request a tax exemption for all those products sold to retailers who will sell them for use in commercial premises[3], and a tax reduction for those goods sold to retailers who are unable to determine whether or not the products are more or less likely to be sold for use in domestic premises[4]. In regard to those products which are likely to be sold for use in domestic premises, the first question to be determined is whether or not the standard light bulbs, standard lamp bases and/or standard lampshades manufactured by the Company can be classed as à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ for the purposes of s10(1) of the 2007 Act. For the purposes of s10(1) a à ¢Ã¢â€š ¬Ã‹Å"qualifying productà ¢Ã¢â€š ¬Ã¢â€ž ¢ means: à ¢Ã¢â€š ¬Ã…“Any item (or component of an item) which is not environmentally friendly and where the following conditions are satisfied: (1) An alternative item (or component) to the one in question is available at the time of sale or such an alternative item (or component) could be manufactured at no significant additional cost to the manufacturer; and (2) The said alternative item would be regarded as environmentally friendly under this Act.à ¢Ã¢â€š ¬Ã‚  Let us assess each type of product that the Company manufactures, in turn, to de termine whether or not they are likely to be classed as à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ under the 2007 Act: The Standard Light Bulbs: Assuming that these light bulbs would not be classed under the Act as being à ¢Ã¢â€š ¬Ã‹Å"environmentally friendlyà ¢Ã¢â€š ¬Ã¢â€ž ¢, it appears that the sale of these products would attract an additional 3% tax, in accordance with s10(1) of the 2007 Act, because (i) there is an alternative product on the market; and (ii) this alternative product is energy saving, and thus, à ¢Ã¢â€š ¬Ã‹Å"environmentally friendlyà ¢Ã¢â€š ¬Ã¢â€ž ¢. Additionally, the Company has admitted that the cost of manufacturing these alternative light bulbs is not significantly greater than the cost of manufacturing its existing light bulbs, and so even if no alternative could be identified as being à ¢Ã¢â€š ¬Ã‹Å"on saleà ¢Ã¢â€š ¬Ã¢â€ž ¢, the first limb of the à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ test would be satisfied. The St andard Lamp Bases: Again, we must assume, because these lamps cannot facilitate the use of energy-saving bulbs, that they will not be considered à ¢Ã¢â€š ¬Ã‹Å"environmentally friendlyà ¢Ã¢â€š ¬Ã¢â€ž ¢ for the purposes of the 2007 Act. However, it is not clear whether or not there are already available in the marketplace standard lamps ready to accommodate the energy-efficient bulbs. If such alternatives do exist, then the sale of the non-environmentally friendly lamps would likely attract the 3% surplus tax because (i) an alternative product is on sale in the market; and (ii) this alternative product is energy saving in that it facilitates the use of energy saving light bulbs, and may therefore be considered à ¢Ã¢â€š ¬Ã‹Å"environmentally friendlyà ¢Ã¢â€š ¬Ã¢â€ž ¢. If there are no such alternatives for sale in the marketplace, then the test as to whether or not the existing lamps will be classed as à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ hinges on (i) how much of the  £1,560,000 (the sum estimated to be required in order to commence the manufacture of environmentally friendly lamp bases and lampshades) will need to be allocated to the manufacture and production of the environmentally friendly lamp bases, only; and (ii) whether or not this additional manufacturing cost would be classed as à ¢Ã¢â€š ¬Ã‹Å"significantà ¢Ã¢â€š ¬Ã¢â€ž ¢ for the purposes of the 2007 Act. In the absence of the information required to answer enquiry (i), it is not possible to provide a definitive answer to enquiry (ii). However, we can provide the following insight into what, for the purposes of the 2007 Act, might be considered à ¢Ã¢â€š ¬Ã‹Å"significantà ¢Ã¢â€š ¬Ã¢â€ž ¢ additional cost: It is likely that the test for significance will develop with a strong subjective element, i.e. an enquiry will be made into how significant the additional cost would be for the Company in question[5]. An example of the Courts inferring a subjective element i nto the definition of à ¢Ã¢â€š ¬Ã‹Å"significantà ¢Ã¢â€š ¬Ã¢â€ž ¢ can be seen in the case of McCafferty v Metropolitan Police District Receiver [1977] 1 WLR 1073, 1081. For example, if the total additional cost involved in preparing for the manufacture of the modified environmentally-friendly lamp bases accounts for half of the estimated total additional expense of  £1,560,000, i.e.  £780,000, then this additional cost would represent 10.4% of the Companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s total annual turnover [ £7.5 million]. Any reasonable Company would consider an additional expense representing over 10% of the Companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s total annual turnover to be significant. On this basis, I would advise that the Company would be able to argue that it should not pay the 3% surplus tax on the manufacture and sale of its standard (non-environmentally friendly) lamp bases because it would cost significantly more to prepare for the manufacture of the environmentally-f riendly alternatives. If the significance of these additional manufacturing costs are disputed, then I would advise the company to make the following, additional, argument: If the Company was to manufacture the alternative environmentally-friendly version of the product, research demonstrates conclusively that it would not be able to charge its customers more money for each lamp. This means that the resultant profit margin available on each lamp will inevitably decrease (because the manufacturing cost per unit will increase while the R.R.P. will have to remain the same). This means that, over the same volume of annual sales, the profits realized by the Company will decrease, and these profits should be accounted for when calculating the à ¢Ã¢â€š ¬Ã‹Å"significanceà ¢Ã¢â€š ¬Ã¢â€ž ¢ of the additional costs for the purposes of s10(3) of the 2007 Act[6]. The Standard Lampshades: Assuming that the standard lampshades would not be considered à ¢Ã¢â€š ¬Ã‹Å"environmentally friendlyà ¢Ã¢â€š ¬Ã¢â€ž ¢ for the purposes of the 2007 Act, then the position in regard to whether these will be classed as à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ is the same as that described above in relation to the standard lamp bases currently manufactured by the Company. Opinion in regard to the tax status of stock which existed prior to the Act coming into force: I have been informed that, at the time the Act came into force, the Company was in possession of approximately  £200,000 of product stock. I would advise the Company to sell this stock into the commercial sector where it is unlikely to be used in domestic premises. In this way the Company can seek a valid exemption from s10(3) of the 2007 Act. References/ Bibliography: A v Hoare others [2008] UKHL 6 Grey v Pearson (1857) 6 HL Cas 1 McCafferty v Metrop olitan Police District Receiver [1977] 1 WLR 1073 EC Defective Product Directive, Directive 85/374/EEC Heydonà ¢Ã¢â€š ¬Ã¢â€ž ¢s Case (1584) 3 Co Rep 7a Footnotes [1] While the 2007 Act does not provide a working definition of what will be considered a à ¢Ã¢â€š ¬Ã‹Å"productà ¢Ã¢â€š ¬Ã¢â€ž ¢ for the purposes of the Act, having reviewed the definition of à ¢Ã¢â€š ¬Ã‹Å"productà ¢Ã¢â€š ¬Ã¢â€ž ¢ as contained in Article 2 of the EC Defective Product Directive, Directive 85/374/EEC3, it seems highly unlikely that the Company would be able to argue that any of the items it manufactures are not à ¢Ã¢â€š ¬Ã‹Å"productsà ¢Ã¢â€š ¬Ã¢â€ž ¢. [2] This type of statutory interpretation is known as à ¢Ã¢â€š ¬Ã‹Å"the mischief ruleà ¢Ã¢â€š ¬Ã¢â€ž ¢, a term originally coined in Heydonà ¢Ã¢â€š ¬Ã¢â€ž ¢s Case (1584) 3 Co Rep 7a. [3] For example, those products sold to office equipment suppliers. [4] E.g. Those products which are sold to DIY or department stores. [5] It should be noted that the standard is likely to remain impersonal, i.e. it will not matter whether or not the Company actually believes the additional expense to be significant . What will matter is whether or not a reasonable company in the same position as the Company in question would regard the additional expense as being à ¢Ã¢â€š ¬Ã‹Å"significantà ¢Ã¢â€š ¬Ã¢â€ž ¢ This point has been clarified at law by the House of Lords on the case of A v Hoare others [2008] UKHL 6, at para. 34. [6] A literal interpretation of the wording of the definition of à ¢Ã¢â€š ¬Ã‹Å"qualifying productsà ¢Ã¢â€š ¬Ã¢â€ž ¢ does not preclude loss of profits being taken into account when calculating the à ¢Ã¢â€š ¬Ã…“additional cost to the manufacturerà ¢Ã¢â€š ¬Ã‚ . A case authority for the validity of this approach to statutory interpretation is provided by the case of Grey v Pearson (1857) 6 HL Cas 1, in which Lord Wensleydale stated: [T]he grammatical and ordinary sense of the words is to be adhered to, unless that would lead to some absurdity In this case, it is certainly not absurd to include losses of profits in assessments of total cost.

Business Strategy - Samsung - Free Essay Example

Business Strategy Task 3.1: Introduction to Samsung: The organization that we have selected is Samsung. Samsung is a South Korean multinational conglomerate company. Its head quarter is in Samsung town, Seoul. It was founded in 1938 as a trading company. Samsung entered the electronic industry in 1960s. Strategy used: The strategy that our selected organization, Samsung, is using is Limited Growth Strategies. Limited Growth Strategy: It is the type of strategy in which an organization focuses on its current products that are being produced and the potential market. Ways of growing are considered to make the product more innovative. Samsung basically relies on four different growth strategies i.e Market Penetration, Market Development, Product development and Innovation. Market Penetration: Samsung maintains its market shares. the organization innovates its product so that their potential customers doesnà ¢Ã¢â€š ¬Ã¢â€ž ¢t get bored with the product and they can attract new customers. In this way their customers will be satisfied with the product and this can lead to greater market share for Samsung Product Development: Samsung targets same old customers with a ne w product. By launching a new product, they will attract more customers towards their product and can increase their market share by doing so. For the awareness of the product, they advertise in TV, newspaper, and pamphlets and on billboards. Example: Samsung launching Galaxy S5 mobile phone Market Development: Samsung entering a new market will cause an increase in market growth and its market shares. By adopting this strategy, they enter a new market by targeting new customers in other areas. New market for Samsung could be a new Country or a new City within the same country it is operating in before. Example: Samsung introducing its product in a village or a new country. Task 3.2: The future strategy that our selected organization, Samsung, will adopt is substantive growth strategies. In substantive growth includes vertical integration. Vertical Integration: There are three types of vertical integration, vertical forward integration and vertical backward i ntegration and horizontal integration. 1. Vertical forward integration: Vertical forward integration in a business is when a manufacturer decides to controls distribution or retail store. Samsung will cut themselves off from the wholesalers to sell directly to retailers and then the retailers directly to the customers. Example: Samsung owning retail shop or franchise and sells their product directly. 2. Vertical backward integration: It is a form of integration in which companies controls its suppliers directly. There will be efficiency and cost will be saved. This might cut transportation cost, improve profit margins and make Samsung more competitive. 3. Horizontal integration: Samsung do not follow Horizontal integration Diversification: Other than Samsungà ¢Ã¢â€š ¬Ã¢â€ž ¢s electronics, Samsung also produces unrelated products. Samsung has Samsung heavy Industries, which is 2nd largest shipbuilders. Samsung also has two Construction Company which is 13t h and 36th largest companies which are Samsung engineering and Samsung CT. Samsung also provides services such as Samsung Life Insurance and it is worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s 14 largest companies. TASK 4.1: It is significant whenimplementing strategythat particular guiding principles have been fixed with those persons tasked with building the strategy realism. This is an important implementation matter which will engage duty setting and interactions, what is to be done by whom? At what time? , And with what resources? Actually, how a strategy is implemented will be based on how it was urbanized, therefore it is significant to concentrate on the question of who urbanized the strategy relatively than only who will implement it. For-example, was the strategy urbanized by a fundamental team or was there full meeting? The response to this question will help to form the implementation process. It will be tricky to evaluate development at a afterward phase if no one is answerable fo r the way a strategy is to be carried out. In a small organization, amount of managers will be implicated in the strategyenlargement processbecause of the small size, as an organization grows in size the question of who will execute needs more explanation. It may be essential to train those implicated or there may be an opportunity for extra open conversation, again, this can repeatedly depend on the sort of organization and the management approach. The major actions for strategy implementation should be translated into objectives for each of the major areas of the company; this could be functional, corporate or divisional. These objectives should then be construed into action programs or tasks that have to be undertaken consecutivelyto accomplish them. The meaning of objectives into tasks may be uncomplicated in smaller organizations than for bigger ones. In small organizations, it may be pointless to connect in the complex communication of settled strategies. Those who ha ve discovered the strategic errands throughout the formulation of the strategy may not require prolonged communication throughout accomplishment. For bigger organizations communication will be necessary to à ¢Ã¢â€š ¬Ã¢â‚¬Å" Make sure everyone understands Allocate for any confusion to be set on Communicate the options prepared throughout the strategy assessment period Make sure the organization is appropriately synchronized. Deliberation should also be specified as to how strategy can persist to be implemented in a rapid shifting atmosphere. By the time tasks and objectives have been fixed and communicated the atmosphere may have distorted. As changes take place objectives may turn into unattainable or extra clear-cut depending on the nature of the changes. In these circumstances, it makes minute logic to stick on to objectives urbanized for former situations. Its probable to relate three procedures in this situation à ¢Ã¢â€š ¬Ã¢â‚¬Å" Elasticity of tasks and objectives in a settled vision Empowerment of those contiguous to the ecological changes so they can react rapidly Close up monitoring of those responding to proceedings The reason of such observation is to guarantee that proceedings taken to not rendering the association to pointless risk. Marketing Department: Roles and Responsibilities: Maintain existing clients and magnetize new consumers by assessing their requirements and bearing in mind their purchasing power, buying behaviour, location etc. Reviewing marketing actions with administration to contain strategy review reports, sales analysis and forthcoming promotional plans. Prospecting latest locations for property and reporting on chosen regions or cities and their design, population and transport facilities. Mounting yearly marketing plans with individual departments. To enhance the quantity of sales by analysing the burden of markets. Awareness of the products on sale. Investigating and trailing new products. Finance Department: Roles and Responsibilities: Calculating incoming and outgoing cash flows. Expense of salaries, wages and invoices. Undertaking performance evaluation, budgeting and reporting to administration. Grounding of annual accounts and budgets. Liable for the assortment and distribution of this information. Advising on possible investments. Be in charge of expenses throughout the company. Calculating financial necessities needed to meet up objectives. Both the marketing department and the finance department have a main role in implementing organizations strategy. With exacting gaze at the grocery industry some manufacture will need to be purchased on a daily basis. Marketing will require providing consideration to the sale tempo of fresh manufacture and from that quantifying the effort needed. Sales forecasts will also be a significant part of budgets being created by the finance department as well as concerning to the labour necessary for the HR department. (Ltd., 2013-2014) TASK 4.2: Finance: In order to implement any strategic plan finance is constantly going to be a key resource necessity. A budget can help begin the finance required for the plan and can frequently be controversial. A capital budget will shape part of the procedure of alteration when an organization selects to spend a lot in its apparatus. A departmental budget will be essential to the dissimilar divisions of a company who are combating for their share of organizational resources. A revenue budget is essential when the company is thinking about building finance accessible for administration of new areas of development. All of an organizations programmes, policies and plans will hold financial suggestions hence suspicious financial planningwill be vital in order to profitably implement a strategy. Human Resources: Human Resource planning is one of an organizations most significant resourcing areas and will merely be successful if employees are considered as a key factor by administration. HR planning should be measured in the similar way as investing in latest products, that is, strategically. One of the key rudiments in HR planning is to have a functioning organizational structure. When scheming the structure it is compulsory to distinguish tasks into jobs related with supervisory and management control. Employees planning are also compulsory in order to recognize the variety of structures required in a company along with the quantity of employees needed. Human Resource planning can be based on forecasts and statistics whereas employees planning can be based around mutual planning i.e. If a product is to be phased out and a new product launched then it may be compulsory to enlarge a guidance plan or set up for redundancies, or on the other side recruitment. Materials: In order to carry on operating a company will always need a customary throughput of materials. The management of materials is a complicated matter for a company but is an important resource one. Over the years some special approaches to stock run and inventory have appeared to facilitate with this procedure. It is essential to value the significance of material resources and its special effects on functions. Strategy is as ward on efficient functions as functions are on efficient strategy, this needs a top to bottom incorporated prominence on qualityprinciples within a company. Time: Time similar to every other resource should be due in a sound planned way. When making conclusions about resource utilization to future strategies managers can habitually abandon the significance of time and yet time is of the fundamental nature in strategic implementation. One of the customs of assigning time to ensure that errands are fulfilled to meet a deadline is the à ¢Ã¢â€š ¬Ã‹Å"ABC Analysisà ¢Ã¢â€š ¬Ã¢â€ž ¢ this is a assessment analysis on the utilize of time. In order to meet deadlines managers will focus on the most significant tasks. In a usual day 1 or 2 A tasks will be fulfilled per day, 2 or 3 B tasks can be allocated with some time situate aside for C tasks. The ABC Analysis can be used to ensure that time is owed to meet the strategic objectives of a company in a sound way. (Ltd., 2013-2014) TASK: 4.3 Gantt chart: AGantt chart, generally used inproject management, is one of the trendiest and valuable ways of showing activities (events or tasks) display ed against time. On the left of the chart is a list of the activities and along the top is asuitable time scale. Each activity is represented by abar; the position and length of the bar reflects the start date, duration and end date of the activity. This allows you to see at a glance: What the various activities are When each activity begins and ends How long each activity is scheduled to last Where activities overlap with other activities, and by how much The start and end date of the whole project Tosummarize, a Gantt chart shows you what has to be done (the activities) and when (the schedule). (Gantt.com, 2012) Time period (Days) Activities Day1 2 3 4 5 6 7 8 9 A B C D E F G Task M: The following table is the Critical Path Analysis of Samsung Galaxy S5 Activities Elapsed Time 1 1 2 A 3 3 B 60 4 1 5 10 6 CD 2 7 F 15 8 EG 40 Task D: Issues Faced by a Firm during Implementing Strategy: While implementing a strategy there are several problems that an organization has to face. A few of them are discussed below in details: Problem in Planning for Every Event Separately: As we know that there are different tasks performed in an organization and there are several activities which take place in an organization. Now for each activity different strategy is to be followed accordingly thus, the strategy you want to apply for each and every task over all in an organization would not be the effective one for all activities which might result in lower output or disturbance of organizational activities so, planning for each is a difficult, time consuming and cost occurring task. Adjusting the Plan: As discussed above there is different strategy used for different activities and tasks so by adjusting the plan we mean that, if according to the situation a plan used in one department suits best in any other perfectly then the organization must exchange those plans with each other. Example: For example if an organization has three departments in it Marketing, HR and Finance and they follow plans A,B,C,D,E,F,G,H and I respectively. Now if we notice that plan D of Human Resource fits the best instead of plan G of finance and vice versa then we will exchange these two plans according to their suitable strategies. During implementing these changes we have to face many problems such as to see whether the staff is willing to change their duties or not, whether the timings of both plans match each other or not, whether the employees are satisfied or not, whether we have compatible staff in the other sector or not etc. Adjusting the plan is easy but implementing is tough and it is quiet hard to satisfy each employee with the upcoming plans. Diagrammatical Explanation: A G B H C D I E F Organizing Resources for Operational and Corporate Level: By organizing resources we mean that resources such as HR, Finance, Raw Material etc. need to be identified at each organizational level. This means we have to set a specific amount of budget for each resource. This will help to examine each sectorà ¢Ã¢â€š ¬Ã¢â€ž ¢s resources in a proper way. For example if we have settled down 40% of resources for operational level and 60% for corporate level respectively, now if we see that top level is using 65% of resources this will clearly let us know that something is going wrong and 5% of the bottom level resources are being used by the corporate level. The following diagram will clear the above mentioned scenario accordingly. Diagrammatical Presentation of the Above Scenario: 60% of total resources if 65% is used here 40% of total resources then 35% is left here Conflicts Between Different Levels of Management: Strategy may be affected by decision at the operation level. For example if a decision is made at the corporate level which should be implemented in the organization conflicts may rise. Because probably the plan which corporate level thinks suits best the organization might not be same in the opinion of operational level. Operational level management may face problems regarding finance, faculty or any other issue while implementing the new made strategy. These problems might be raised due to unfriendly behavior or communication gap problems between the top, middle and bottom level managers. Bibliography Gantt.com. (2012). What is a Gantt chart? Retrieved june 15, 2014, from https://www.gantt.com/: https://www.gantt.com/ Ltd., A. A. (2013-2014). The Roles And Responsibilities For Strategic Implementation Commerce Essay. Retrieved june 15, 2014, from https://www.ukessays.com/: https://www.ukessays.com/essays/commerce/the-roles-and-responsibilities-for-strategic-implementation-commerce-essay.php Business strategy Page 1

Civil War Scavenger hunt - 1004 Words

Title: The American Civil War Review Scavenger Hunt Use the underlined sites to find the answers to the questions. (Place your cursor before the Question mark and type your question. Highlight a word or words and link to the web site Where the answer is located.) 1. Who was the president of the Confederate States of America? Jefferson Davis 2. Clara Barton became the first president of the American Red Cross. 3. President Abraham Lincoln was assassinated on April 14, 1865 in Washington D.C. by John Wilkes Booth. 4. Union General William T. Sherman was responsible for burning Atlanta and then marching his troops to the sea in Savannah. His fighting technique which destroyed civilian resources and homes as well as†¦show more content†¦http://www.history.navy.mil/photos/sh-us-cs/csa-sh/csash-ag/albmrl.htm 27. The ___________________________ was a ruling by the Supreme Court that black slaves were property and did not have the same rights as white citizens. http://www.pbs.org/wgbh/aia/part4/4h2933.html 28. List 2 strengths for both the North and the South. http://www.socialstudieshelp.com/Lesson_35_Notes.htm 29. The ___________________________ called for Union _________________ of southern ports in an effort to cut off food and resources and cripple the South s economy. http://www.civilwarhome.com/anacondaplan.htm 30. __________________ actually killed more men than fighting during the Civil War. http://civilwarhome.com/civilwarmedicine.htm 31. NC got their nickname as the Tar Heels because http://en.wikipedia.org/wiki/Tar_Heel 32. Explain the phrase rich man s war poor man s fight. http://www.wtv-zone.com/civilwar/usdraft.html 35. What were the first two ironclad ships to battle in the Civil War? http://www.americancivilwar.org.uk/news_12-august-2006-the-first-ironclad-battle- %E2%80 %93-the-uss-monitor-and-the-css-virginia-9th-march-1862_63.htm 36. Define the word Conscription. http://memory.loc.gov/ammem/cwphtml/tl1863.html 37. When was the first draft instituted in the United States (month, day, and year)? http://www.civilwarhome.com/conscription.htm 38. Find three ethnic groups that fought in theShow MoreRelatedStudy Tips and Guides974 Words   |  4 PagesMrs. Sears 8th grade SS   The American Civil War Review Scavenger Hunt Use the underlined sites to find the answers to the questions. (Place your cursor before the question mark and type your question. Highlight a word or words and link to the web site where the answer is located.) 1. 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The Life Of Chester Bennington - 1688 Words

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Biological Determinants Of Hiv / Aids - 2074 Words

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Ceo Cant Afford to Panic free essay sample

Joan Kaczmarek suggest that is important to help, he starts by coordinating a census of the people missing within the organization in order to find out whether some of the employees can be in danger. †¢Mr. Smarten is told by the security chief Mr. Paul Schlesinger that the police department are going to call soon to ask if they can use their lobby facilities as a triage centre and temporary morgue. †¢The market has fallen due to the news, the chief investment officer Ms. Dana Rosi advises Smarten to move as much activity to the New York and Chicago offices due to the fact that the investments need to be followed up and she is also worried that lending the facilities might bring negative impact on the company and shareholder’s value. †¢The Marketing VP Mr. Sal Persano is worried about the negative implications that the image and logo of the company appearing in pictures where the victims of the bombing are being kept might bring. We will write a custom essay sample on Ceo Cant Afford to Panic or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page †¢The general council mentions that lending the facilities might bring liability issues for the company. The opinions of the different members of the board differ. Some are concerned that lending the facilities in order to aid the police could generate bad association for the firm in the future, other are concerned that the company would fail to act ethically just in order to maintain its image, and others are concerned that the trading operations might be affected and that the firm will be unable to fulfil its obligations towards the clients and maintain shareholder’s value. Problem Identification 1. With little time and limited information, Mr. Smarten faces the dilemma of making a decision that could affect the image of the company for better or for worse. The decision that has to be made needs to take into consideration both the business’s shareholders’ interests while at the same time being an ethical and humane decision that looks for the employee’s, bombing victims and community wellbeing. 2. The team’s point of views regarding what needs to be done differ, as they all look after the interests of the particular area they work for. Issue Analysis Mr. Smarten needs to choose an option that portrays his personal values as well as business professionalism. Should he lend the facilities for morgue use or shouldn’t he? Can he come up with another solution for the request? Should he make the decision by himself, or would a consensus decision making be appropriate? This situation calls for a leader that has self-confidence, trustworthiness and courage as personality traits. Du Brin (2013) describes a self-confident leader as one that can maintain composure and calm when dealing when a crisis, Mr. Smarten firstly needs to communicate this self-confidence to the rest of his team even if he isn’t quite feeling this way. Whatever decision Mr. Smarten take will reflect on how trustworthy he is, his colleagues will conclude based on his actions weather he is a trustworthy leader, especially when they put themselves in the situation where one of them could be present at the bombings. Courage is the leadership attribute that Mr. Smarten will need the most in this type of situation, Du Brin (2013) describes courage as the attribute of a person that takes responsibility for his actions. Organization now a days have complex environments with everyday ethical challenges that must be faced (Hunter, 2003), and therefore require that managers with the appropriate character to deal with them. Du Brin (2013) also mentions the importance of cognitive intelligence as an attribute of effective leadership. Mr. Smarten need to have good problem solving skills that arise from being cognitively intelligent, as in this scenario the time to make a decision is limited; he must also act with creativity. Mr. Smarten needs to have farsightedness in order to understand the long term consequence his decision might bring for his coworkers, the firm and the community itself. In a short term, he needs to have as much insight into the situation as possible, Du Brin (2013) notes that effective problem solving also requires intuition and common sense. The problem Mr. Smarten faces is that he needs to make the most ethically decision possible trying to protect the interests of different groups of people, and most probably some of the decision taken will negatively affect one or the other parties. Mr. Smarten need to act with moral courage, which has been described by Kidder (2005) as â€Å"a commitment to moral principles, an awareness of the danger involved in supporting those principles and a willing endurance of that danger. In a short period of time, and with the team’s members opinion’s differing from one another, Mr. Smarten could try to apply the six questions to evaluate the ethics of a specific decision (Bentley College, 2013): 1. Is the decision right? 2. Is it fair? 3. Who gets hurt? 4. Would Mr. Smarten be comfortable if the details of his decision were made public in the media? 5. What would Mr. Smarten tell his child or relative to do? 6. How does the decision feel? Hannah et all (2011) introduce the concept of pro-social behavior which describe behavior in leaders that go beyond his specific role requirements, a behavior in which the leader takes action to protect both the organization, coworkers and community. In this particular situation which was triggered by an external event (bombings) protecting everyone’s interest might not be possible by taking one single decision. Potential solutions (Analysis, Advantages, Disadvantages) The following lines explore the potential solutions and why to approve the potential request from the city †¢Inspiring a positive atmosphere in order outbreak the panic if any, with in the group members. Mr. Smarten should have self-confidence, trustworthiness and courage personality traits in order to be able to transfer his commitment to the group and the organization. He should be a charismatic leader, and have a relationship between the group members and the Stakeholders, in order to guide his personality traits to demonstrate self-sacrifice and the high performance, by expressing positive emotions and thoughts to enhance their positive affect. For instance he may mention the positives for his group members and the company; as it is good that no one from the group members is on sight, and fortunately the company is a few blocks away and did not have any damages (DuBrin, P107, 2013). He can also articulate a high emotional message for instance saying; â€Å"that we are encountering a serious situation and if we well behaved, we may save someone’s’ life† (DuBrin, P109, 2013). He can also bring some other successful examples, from another firm’s behaviours as metaphors and analogies to motivate the group and inspire his positive message (DuBrin, P117, 2013). By being enthusiastic, optimistic and energetic, he can create a Vision for others in order to change the room’s total environment from a turmoil horror to a productive positive atmosphere suitable to take decisive decisions. †¢Taking ethical and moral decisions In this part, it is recommended that Mr. Gerald Smarten to emphasize on mentioning the probability of him scarifying his career, if his decisions did not meet with the stockholder’s expectations, in order to help the city. It was already demonstrated that Mr. Smarten was honest and trustworthy in putting out his concerns about the stakeholder’s reactions, in front of everybody, as Mr. Kaczmarek said. Ethically, Mr. smarten should not pay any attention for the Italian marble in these kinds of events, especially when they have 23 employees on absence, while from the other side, he should not ignore the proposition from Mr. Kaczmarek on the same time, as leaders should respect the individual’s opinions. The advantages from this point of view, beside self-satisfaction of taking moral and ethical decision, the benefits that may occur from the media publishing this behavior, in which will have a positive impact on the company’s goodwill and reputation. †¢Turn the crises upside-down into an opportunity. Now, after the recommended decision, which is to accept the city demand, Mr Smarten should lead the group and coach it, trying to make the most benefit out of it. Inspirited from the case of the tragic accident in Chile when 33 mine workers were trapped in a gold mine, the leader Andre Sougarett was able to turn it into an opportunity, when he succeeded with his team, pulling out all the 33 workers alive after 69 days (DuBrin, P2, 2013). This could be implemented when group members start to have the positive mood, high valences as well as instrumentalities. After putting all fears a part and removing horror from all of the team, Mr Smarten should start to motivate all members in explaining his vision and motivate them to have the appeal to perform and produce immediately. As long as he have No alternatives decisions, it is either â€Å"yes† or â€Å"no†, leaders should get out of the box and be creative to bring alternatives to approach decisions (Hmamond, Keeney Raiffa, 1999). These kind of reactions, like saving lives, can turn the catastrophic events in to a successful story like the one happened with Sougarett (Illiano Wade, 2010). Nerveless, it can be a lesson for other firms and other industries; an airplane crash can be a lesson in another side of the world for anther industry (Fortune Peters, 1995, P02). This will conclude that Mr. Smarten should be more autocratic than democratic to take fast decisive decisions in the meeting and send everyone to work to help using the company’s lobby facilities as a triage centre and temporary morgue. †¢Leading by example: Mr Smarten being in such a fix, with everything on the line and with the clock ticking, needs to make a decision quickly. And as the title of the case ready â€Å"The CEO Can’t afford to panic† is true in itself as it is in times like these that people need to step up, keep calm, and make sure that panic does not seep through the entire organization. This is exactly the time where-in CEO Gerald Smarten needs to lead by example. He should have reason and judgement while making decisions. Gerald Smarten should answer the call of the community and provide Kaspa’s lobby as a triage center. The only negative would be the short-term liability issues, but on the other hand this ethical decision would help create and root seed of morale within the organizations, and it will set a good example, and would be good press for the company. This decision is not only the ethical and right thing to do but it will also create goodwill and greater loyalty towards the organization over the long run. Coming towards this decision Mr Smarten has to answer only one question. Would I be able to look at myself into the mirror, knowing that I could have aided and saved innocent people? missing staff ? Best solution Since limited of time and information were provided, Mr. Smarten should make a quick and precise decision whether he should allow lending the company facilities for a triage center and temporary morgue as requested or not. According to this scenario, Mr. Smarten should respond to the request as soon as possible by gathering information inside Kaspa and balancing the benefit of the company, employee and community’s wellbeing. There was no any alternative decisions be provided, he could say either â€Å"Yes† or â€Å"No† so that answering with â€Å"Yes, and†¦. † could be the best solution that balance the benefit for every single side. A good leader should be able convey precise answer while he could raise up any concerns regarding to the issue by adding up the conjunction like â€Å"and†, not â€Å"but† after concrete response, in order to create goodwill and make the respondents open minded to what the leader are concerning. The best solution Mr. Smarten should decide is to say â€Å"Yes, we will help community saving injured victims, but we have to clarify the truth and build trustworthiness toward the firm on media. † The first thing Mr. Smarten could do is to keep clam, not express panic or frustration in order to build self-assured among team member. By doing this, Mr. Smarten could respond to the request by convey such a message to encourage staff to support his decision such as â€Å"We understand that using our company’s facilities to be served as a triage center may reflect negative images to the company and shareholder’s value, but I know we can rebuild trust back to the company. Using positive wording to back up self-confidence of the leader may result to leadership effectiveness Du Brin (2013). In addition, being self-confident could help Mr. Smarten maintain calmness when dealing with a crisis. After keeping himself and others calm during turmoil, he could ask for consensus decision by gather ing all departments to discuss the benefits and drawbacks of each decision that would be made. Ultimately, saying â€Å"yes† to allow lending the company facilities for a triage center and temporary morgue would be the best solution which reflect ethical and humane character of leader as well as create company’s reputation. Mr. Smarten should be aware that there is no decision that would not affect one another so that choosing to help community may result to liability issue afterward which is a short-term effect. However, using the company’s facility to serve injured victims during the crisis can reflect ethical and humane reputation toward Kaspa which is considered as long-term result. This reflects farsightedness traits of leadership; to concern more on long-term result rather than immediate result Du Blin (2013). Meanwhile, Mr. Smarten should show up his leadership skill to get through the crisis by bring out his leadership traits. He could assign one responsible person to be present at the bombing site to enhance trustworthiness and responsibility of himself as well as the company which benefit the whole image of Kaspa and employees (Kalshoven K. , Hartog D. N. , 2009). Whatever the result would be, he should have courage to take responsibility for the decision he made. Even the media spread the news of using the company serving bomb victims; Mr. Smarten could turn crisis to the opportunity build up company’s goodwill and reputation. To be effective leadership, Mr. Smarten should sacrifices the immediate interest of the firm but not an amount of unselfish concern (Ciulla J. B. , 2003) Conclusion Thus as mentioned in the case the troubles caused due to the bombing has impacted the neighbouring community and has put CEO of Kaspa Mr Smarten in a difficult spot. However with certain traits such as farsightedness, reason judgement, ethical and moral approach and courage are among a few traits that helps him make the tough decisions and be able to successfully lead his team through this tough time.