Introduction to Languages Essay Example | Topics and Well Written Essays - 1750 words

Introduction to Languages - Essay Example Loose Ladies My point was is that I feel like want to raise more awareness am in a position where I can’t just pick myself and just go thank God hating hasn’t stopped they need us to help them keep close to them. Phonetic transcription m aÉ ª p É’ É ª Å‹ t w É’ s É ª s ÃŽ ¸ É‘: t aÉ ª f i: l l aÉ ª k e aÉ ª w à ¦ Å‹ t t ÊŠ r eÉ ª s e m É’ É‘: w e É‘: n e s s É‘: m É ª n p É’ s É ª t É ª É’ n weÉ™Ê ³ e É‘: É ª k É‘: n t dÊ’ ÊÅ' s t p É ª k m aÉ ª s e l f É‘: n d dÊ’ ÊÅ' s t g É’. ÃŽ ¸ n k g É’ d h à ¦ t É ª Å‹ g h É‘: s n t s t É’ p p e d ÃŽ ¸ eÉ ª n i: d ÊÅ' s t ÊŠ h e l p ÃŽ ¸ e m k i: p k l É’ s t ÊŠ ÃŽ ¸ e m. Q2.1 A morpheme is a combination of sounds, which can give a specific meaning. There are two types of morphemes free morphemes and bound morphemes. A free morpheme can stand alone and give complete meaning while a bound morpheme cannot give meaning on its own. Examples of free morphemes include cat, dog cow, house, computer and television. An Example of a bound morpheme is in the word dogs (Bauer B 2007). The letter â€Å"s† is a bound morpheme since it cannot give any meaning just on its own, it must accompany another morpheme to make meaning. A house is a place used by man for staying. A dog is an animal kept by man for security purposes. It alerts him when there is danger at night or during the day. A computer is a machine used by man to process and store information. A television is equipment used to give information through audiovisual means from a broadcasting station and a cow is a type of cattle kept by man for providing milk. In language A, Mu means yam while pa means a house. In plural, the words change to pemu and pepa respectively. This means that the prefix pe is used as bound morpheme to give meaning that the items are in plural. Q2.2 Speaking or writing singular words in requires that one must use articles like an, and a, for uncountable noun for countable nouns in English respectively. Language A does not follow this rule. A good example is â€Å"mu tekan peho† meaning â€Å"a yam is burning.† The article â€Å"a† is not necessary in Language A while it must appear before a noun in English. The second arise in the order of tenses. Tekan indicates present action while tekan with a suffix le at the end of the verb indicates an activity that will continue in future. ‘Is’ in English show a present continuous activity while future continuous tense use will be together with ing at the end of the verb. This is clearly indicated by these examples from language A and Englis h. â€Å"pemu tekan pehole† which means â€Å"yams will be burning (Bauer B 2007).† â€Å"Mu tekan peho† which means, â€Å"a yam is burning.† Task 3 The word black in the first sentence means that all employees ought to put on shoes that painted black only. The color of shoes must be black for all people who expect to do such jobs. Pitch black is a phrase, which indicates that when there is no light darkness cover the house. Therefore, in this context, the darkness covers the house when lights go off. One has to express openly his points clearly for others to understand. In some occasions, it might be difficult to identify which group is right. When there is no clarity of points the words black and white indicates the inability to identify whether a point is right or wrong. During funerals, there is rampart sadness in and around the home of the bereaved. All people who come to the funeral sympathize and comfort the bereaved (Bauer B 2007). In this case, the word black means those sad moments related to death. On this day people where black clothes to indicate their sorrowful moments. There are different forms of tea in

Welsh childhood Essay Example for Free

Welsh childhood Essay Dylan Marlais Thomas was born in the Welsh seaport of Swansea, Carmarthenshire, Wales, on October 27, 1914. His father, David John, was an English teacher and a would-be poet from whom Dylan inherited his intellectual and literary abilities. From his mother, Florence, a simple and religious woman, Dylan inherited his mood, temperament, and respect for his Celtic heritage. He had one older sister, Nancy. He attended the Swansea Grammar School, where he received all of his formal education. As a student he made contributions to the school magazine and was keenly interested in local folklore (stories passed down within a culture). He said that as a boy he was small, thin, indecisively active, quick to get dirty, curly. During these early school years, Thomas befriended Daniel Jones, another local schoolboy. The two would write hundreds of poems together, and as adults Jones would edit a collection of Thomass poetry. After leaving school, Thomas supported himself as an actor, reporter, reviewer, scriptwriter, and with various odd jobs. When he was twenty-two years old, he married Caitlin Macnamara, by whom he had two sons, Llewelyn and Colm, and a daughter, Aeron. After his marriage, Thomas moved to the fishing village of Laugharne, Carmarthenshire. Begins writing career To support his growing family, Thomas was forced to write radio scripts for the Ministry of Information (Great Britains information services) and documentaries for the British government. He also served as an aircraft gunner during World War II (1939–45; a war fought between Germany, Japan, and Italy, the Axis powers; and England, France, the Soviet Union, and the United States, the Allies). After the war he became a commentator on poetry for the British Broadcasting Corporation (BBC). In 1950 Thomas made the first of three lecture tours through the Reproduced by permission of AP/Wide World Photos . United States—the others were in 1952 and 1953—in which he gave more than one hundred poetry readings. In these appearances he half recited, half sang the lines in his Welsh singing voice. Thomass poetic output was not large. He wrote only six poems in the last six years of his life. A grueling lecture schedule greatly slowed his literary output in these years. His belief that he would die young led him to create instant Dylan—the persona of the wild young Welsh bard, damned by drink and women, that he believed his public wanted. When he was thirty-five years old, he described himself as old, small, dark, intelligent, and darting-doting-dotting eyed †¦ balding and toothlessing. During Thomass visit to the United States in 1953, he was scheduled to read his own and other poetry in some forty university towns throughout the country. He also intended to work on the libretto (text) of an opera for Igor Stravinsky (1882–1971) in the latters California home. Thomas celebrated his thirty-ninth birthday in New York City in a mood of gay exhilaration, following the extraordinary success of his just-published Collected Poems. The festivities ended in his collapse and illness. On November 9, 1953, he died in St. Vincents Hospital in New York City. Some reports attribute his death to pneumonia brought on by alcoholism, others to encephalopathy, a brain disease. His body was returned to Laugharne, Wales, for burial. Literary works Thomas published his first book of poetry, Eighteen Poems (1934), when he was not yet twenty years old. The reeling excitement of a poetry-intoxicated schoolboy smote the Philistine as hard a blow with one small book as Swinburne had with Poems and Ballads, wrote Kenneth Rexroth. Thomass second and third volumes were Twenty-five Poems (1936) and The Map of Love (1939). The poems of his first three volumes were collected in The World I Breathe (1939). By this time Thomas was being hailed as the most spectacular of the surrealist poets, or poets who used fantastic imagery of the subconscious in their verse. He acknowledged his debt to James Joyce (1882–1941) and dotted his pages with invented words and puns (the use of two or more words that sound the same, usually for humorous purposes). Thomas also acknowledged his debt to Sigmund Freud (1856–1939), stating: Poetry is the rhythmic, inevitably narrative, movement from an over clothed blindness to a naked vision.†¦ Poetry must drag further into the clear nakedness of light more even of the hidden causes than Freud could realize. A Portrait of the Artist as a Young Dog (1940) is a collection of humorous autobiographical (having to do with writing about oneself) sketches. Thomas loved the wild landscape of Wales, and he put much of his childhood and youth into these stories. He published two more new collections of poetry, both of which contained some of his finest work: Deaths and Entrances (1946) and In Country Sleep (1951). Collected Poems, 1934–1953 (1953) contains all of his poetry that he wished to preserve. Themes and style Thomas claimed that his poetry was the record of my individual struggle from darkness toward some measure of light.†¦ To be stripped of darkness is to be clean, to strip of darkness is to make clean. He also wrote that his poems with all their crudities, doubts, and confusions, are written for the love of man and in praise of God, and Id be a damned fool if they werent. Passionate and intense, vivid and violent, Thomas wrote that he became a poet because I had fallen in love with words. His sense of the richness and variety and flexibility of the English language shines through all of his work. The theme of all of Thomass poetry is the celebration of the divine (godly) purpose he saw in all human and natural processes. The cycle of birth and flowering and death, of love and death, are also found throughout his poems. He celebrated life in the seas and fields and hills and towns of his native Wales. In some of his shorter poems he sought to recapture a childs innocent vision of the world. Thomas was passionately dedicated to his sullen art, and he was a competent, finished, and occasionally complex craftsman. He made, for example, more than two hundred versions of Fern Hill before he was satisfied with it. His early poems are relatively mysterious and complex in sense but simple and obvious in pattern. His later poems, on the other hand, are simple in sense but complex in sounds. Under Milk Wood, a radio play commissioned by the BBC (published 1954), was Thomass last completed work. This poem-play is not a drama but a parade of strange, outrageous, and charming Welsh villagers. During the twenty-four hours presented in the play, the characters remember and ponder the casual and crucial moments of their lives. Adventures in the Skin Trade and Other Stories (1955) contains all the uncollected stories and shows the wit and humor that made Thomas an enchanting companion.

Satiation in John Milton’s Paradise Lost and Margaret Cavendish’s Blazing World :: Paradise lost Blazing World

Satiation in John Milton’s Paradise Lost and Margaret Cavendish’s Blazing World Hell is huge but it isn’t big enough. Within the text of Paradise Lost by John Milton, it is, A universe of death, which God by curse Created evil, for evil only good,Where all life dies, death lives, and nature breeds,Perverse, all monstrous, all prodigious things,Abominable, inutterable, and worse†¦ (II.622-6)There is no satiety in Hell. Eden, by comparison, is a relatively small place in Milton’s epic poem, but it seems to be an environment replete with satisfaction. Or is it? We students of experiential literature owe Milton a debt of gratitude for helping us to experience our forebears’, that is Adam and Eve’s, lack of satiation within a paradisiacal environment. This paper will explore the topic of satiety within that environment; and, along the way, discuss the concept of singularity found in Cavendish’s Blazing World for comment upon that satiation. Milton begins at the middle of his epic with an appeal to music, a universal and fulfilling language, â€Å"Restore us, and regain the blissful seat, Sing Heavenly Muse† (I.5-6).He immediately places us after the fall and takes us beyond sentience with an invocation to a muse, only this muse is beyond all muses and this epic is above all epics: I thence Invoke thy aid to my advent’rous song,That with no middle flight intends to soar Above th’ Aonian mount, while it pursues Things unattempted yet in prose or rhyme. (I.12-16) Milton establishes himself as the legitimate teller of the tale – and this tale will take us beyond the mythology of the Greeks’Aonian Mount and inoculate us against Hell’s prodigiousness. He is taking us beyond mythological or explanatory pictures of ourselves, to an area where we may bask in a greater comfort: Taught by the Heav’nly Muse to venture down The dark descent, and up to reascend, Though hard and rare: thee I revisit safe,And feel thy sovran vital lamp†¦ (III.19-22) In her note to the reader in The Description of A New World, Called The Blazing World, it is evident that Margaret Cavendish seeks to take us beyond mere studious thoughts, to a place sated with fancy: And this is the reason, why I added this piece of fancy to my philosophical observations, and joined them as two worlds at the ends of their poles; both for my own sake, to divert my studious thoughts, which I employed in the contemplation thereof, and to delight the reader with variety, which is always pleasing.

Sales Report Example

Table of Contents Executive Summary3 Part 1: GSM Personnel Specification4 1. Experience4 2. Qualifications4 3. Required skills5 Part 2: Key issues and Recommendations6 1. Introduction6 2. Key issues6 2. 1 Motivation and job satisfaction6 2. 2 Recruitment and selection7 2. 3 Training and development7 2. 4 Key account management8 2. 5 Sales team structure8 3. Conclusion9 4. Recommendations10 4. 1 Change the reward system10 4. 2 Set up the formal recruitment and selection process11 4. 3 Set up a standardized training11 4. 4 Restructure the sales team with the new role of KAM13 . 5 Action Plan15 4. 6 Expected Outcomes16 5. Limitations17 6. Bibliography18 7. Appendices19 7. 1 The recruitment process19 7. 2 Sales people calculation19 Executive Summary The report is divided in two parts. The first part ‘Personnel Specification’ is aimed to identify the required main skills areas of the new GSM. Those are: * Five to eight years sales experience and management; * University degre e of business or marketing management; * Excellent and proven communication skills and interpersonal skills; * Ability to reate a work environment and culture to stimulate individual’s development and motivation; * Ability to negotiate and high levels in numeracy and literacy skills; * Personal traits: high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure. The second part, which is the most important part of this report, consists two main sections: key issues and recommendations. The key issues have been identified through analyzing our current company’s situations and related theories.Those key issues are: * Low motivation and decreasing job satisfaction; * The lack of formal recruitment and selection process; * The lack of quantity and quality in training and development; * The missing role of Key Account Management in the sales operation; * The inappropriate sales team structure. Based on the analysis of key issues, the fully detailed recommendations are provided in the end of this report, following with an Action Plan and expected outcomes. Part 1: GSM Personnel SpecificationAccuClean is in crucial need of a new General Sales Manager, who will be in charge of the sales team in all regions and report directly to the Managing Director, Peter Ward. Our company is facing several leadership problems and lack of focus in sales team. The new GSM is expected to bring the new fresh leadership style and able to manage the sales team in all regions to achieve the highest performance and long-term development. The personnel specification of GSM will be illustrated in details. Experience The new GSM is expected to have at least 7 to 8 years sales experience, preferably in B2B market (CPSA, 2012; Myjobs, 2012; Reed, 2012).The experience in B2B sales market is very important for our company since our customers are ranging from small to large sized companies, and many of them are with us more than ten years. He/she has a minimum of 5 years experience in business management, marketing and sales strategies and planning, and financial oversight (Inc, 2012; Myjobs, 2012). With these experiences, the new GSM is able to diagnose the management problems within our sales operation, and bring in his/ her new approach in leadership style, in order to improve sales team’s performance as well as increase the motivation and satisfaction of sales people.However, we should be very flexible in selecting candidates based on experience. If a candidate had excellent qualifications regarding his/ her education and 2-3 years experienced, we should not exclude him/ her from our shortlist. The requirement of sales experience is likely to cause a problem of excluding potential candidates (Jobber and Lancaster, 2006). Qualifications The candidate needs to have Bachelor degree of Business or Marketing Management (CPSA, 2012). The university degree is necessary since the good educational background will h elp the new GSM a lot in management.Besides, the combination of education and experience for the GSM position is ideal for long-term development of our sales force. Required skills The new GSM is required to have excellent and proven oral communication skills (Inc, 2012). In addition, the candidate needs to prove his/ her skills in exceptional customer facing and interpersonal skills to enable difficult situations to be overcome successfully (JCT600, 2012). Communication skills are the most crucial qualities of sales people, especially sales manager (Jobber and Lancaster, 2006).Furthermore, the new GSM should be able to create a workplace environment and culture that allows all the sales people in the team to develop and excel their jobs (JCT600, 2012). This requirement is essential since the current leadership style in our sales operation does not seem to work very well and need a crucial change and improvement. The potential candidate is able to negotiate effectively and at the hi ghest level together with excellent numeracy skills and literacy skills (JCT 600, 2012). For both short-term and long-term development of our sales force, these skills are necessary.Besides, the most two important basic qualities that a good sales person must have are empathy and ego drive (based on the study of Mayer and Greenberg, 1964, cited in Donaldson, 2007). Empathy is defined as â€Å"the important central ability to feel as the other fellow does in order to be able to sell a product or service† (Donaldson, 2007, p. 60). Ego drive is a desire to want and need to make a sale (Donaldson, 2007). Both of these basic qualities are a must for our potential GSM since in order to be a good sales manager, he/ she should be a good sales person.Last but not least, we are looking for a new GSM with high motivation, ambition in sales, enthusiasm, full commitment, and ability to work under high pressure (Mathews and Redman, 2001, cited in Jobber and Lancaster, 2006). Part 2: Key is sues and Recommendations 1. Introduction Part 2 is aimed to illustrate the key issues regarding our sales operation in AccuClean. The analysis based on our current situation and theory is presented for every issue. Recommendations are coming in the end of this report, followed by the Action Plan and expected outcomes.All the key issues and recommendations are ordered according to its priority of taking urgent actions. Key issues 1. 1 2. 1 Motivation and job satisfaction Motivation is â€Å"the amount of effort that a salesperson expends on each activity or task associated with the job† (Donaldson, 2007, p. 230). Many factors are believed to cause positive motivation, such as monetary reward, workload, promotion, degree of recognition, supervisory behaviour, targets, and tasks (based on Adams’s inequity theory, Jobber and Lancaster, 2006).In AccuClean, the first factor that causes the low motivation in the sales team is bonus system, which is perceived by many staffs as unfair. The bonus system in AccuClean is set based on achieving a sales figure above the individual sales target, starting from 5% above target sales with a bonus of 5% basic salary. Last year, only nine sales people out of 71 have been able to achieve the bonus, which gives the evidence about the inappropriate bonus system. In addition, the salary is based on individual negotiations when they joined the company, which might lead to unfairness between individual sales people in the team.According to Vroom’s expectancy theory, it is assumed that â€Å"people’s motivation to exert effort is dependent upon their expectations for success† (Jobber and Lancaster, 2006). It means to what extent AccuClean sales people believe by working harder (increase effort), they will achieve 5% above target sales (high expectancy), and that higher sales will lead to higher salary – bonus of 5% of basic salary (high instrumentality), and higher salary is very important for t hem (high valence).Moreover, during the merger, there were several sales staffs left to join competitors, which may result from the lack of motivations. According to Herzberg’s motivation- hygiene theory, working conditions and company policies are two of the hygiene factors, which cause dissatisfaction, thus, lead to low motivation (Donaldson, 2007). Bonus as money is the only type of rewards that is used in AccuClean, nevertheless, there are many more types of rewards that could also be applied, in order to motivate various types of sales people.The suggested bonus system will be illustrated in the recommendation part in the end of this report. 2. 2 Recruitment and selection Bob Carter is in charge of the selection process for new sales people. However, he has no formal system for recruitment and selection as well as no job description. Formal selection process is crucially important to ensure the quality of sales persons, which can have a substantial effect on sales turnov er (Jobber and Lancaster, 2006). Furthermore, hiring a sales person is very costly, much more than the basic salary.Therefore, selecting the right person for the right position is essential, and can be achieved through setting up a formal selection procedure. Another problem is Carter’s way of selection – ‘he knows a good sales person as soon as he sees one’. This bias can harm the screening process, which is part of the recruitment process (see Appendix 5. 1). Either selecting the wrong person or dropping good persons is costly (Donaldson, 2007). Donaldson defines job description as the roles and duties attached to a specific position in the organization (2007).It is necessary for AccuClean to prepare job descriptions for any new positions in the sales team, to ensure the responsibility of each team members, thus, no role ambiguity can occur. 2. 3 Training and development Training is one way for sales managers to improve the performance of the sales peopl e under their controls, broadly to meet the company objectives (Donaldson, 2007). Training and development for sales people in AccuClean are lacked due to several reasons. Any trainings or development relies on the management style and differs in every ASM.There is no formal training process since Carter believes that sales people learn best ‘on the job’. Indeed, there are many kinds of training, which includes individual on-the-job training as Carter’s opinion (Donaldson, 2007). However, good trainings can also be achieved through company-specific programs that are organized in a standardized and professional manner. The irregular and occasional training sessions, usually occur when introducing new products (currently in AccuClean), might lead to the lack of knowledge about products and new skill practices.As the merger of one cleaning chemicals and the other in cleaning machinery, training should have been taken at the early stage of the merger, in order to sup port sales people in both companies about the company objectives and targets, the knowledge of different and new products, competitors and their products, selling procedure and techniques (Jobber and Lancaster, 2006). 2. 4 Key account management Area sales teams are responsible for all accounts regardless their size and importance.The treatment for key accounts, medium-size accounts or small accounts is much dependent on each ASM’s view, its current mix of accounts in the area and experience. There are in fact 21 customers; each has accounts worth over ? 4 million. Those customers are important to our business and need to be prioritized as key accounts since the loss of even one of them would significantly cause a radical drop in sales and profits (Jobber and Lancaster, 2006). Key account management seems currently necessary, in order to serve our key customers with special treatment in all areas of marketing, administration, and service (Jobber and Lancaster, 2006).In additi on, key account management will help to develop a close relationship between our company as supplier and our customers, in order to enhance the communication and co-ordination between us, thus, create more in-depth penetration of DMU, which includes push and pull opportunities for buying decisions (Jobber and Lancaster, 2006). 2. 5 Sales team structure The sales territories of AccuClean, which are merely geographic based, have not been changed since the merger. Geographic structure is traditional and the most widely used type of sales organization in the UK.It has several advantages such as simplicity, shorter journey times, low travel costs, and less potential for conflicts over responsibility (Donaldson, 2007). However, geographic structure has some drawbacks, which might influence to the effectiveness of the sales team and its management. Examples of disadvantages are the need to sell full range, broad expertise needed, and overhead costs for more layers of management evolved (Do naldson, 2007). In order for the sales team to work more productively and better management, it is necessary to make some changes concerning our sales team structure (see Recommendations, section 4).The number of sales people in AccuClean is currently more than necessary, compared to the number of customers. Figure 1 illustrates the current sales people in each ASM as well as the actual needed sales people based on the number of customers in each area. Territory| Number of customers| Current number of sales people| Actual number of sales people| Spare sales people| Midlands| 1973| 26| 18| 8| South| 1545| 22| 14| 8| North| 1196| 16| 11| 5| Scotland/ North Ireland| 499| 7| 5| 2| UK total| 5264| 71| 47*| 24*|Figure 1: Number of Sales people (* approximate number) 1 2 Conclusion Five key issues that have been listed and analyzed above are low motivation and decreasing job satisfaction, informal recruitment and selection process, unstandardized and the lack of regular training, the lack of key account management, and the ineffective sales team structure. Those issues are the most urgent in AccuClean that need to be solved as soon as possible, in order to improve the sales team to work more effectively. Recommendations 4. 1 Change the reward systemBonus (monetary reward), which is the only form of reward using in AccuClean, shows its limitation, therefore, improving the bonus system is crucial. The starting point of 5% should be set lower and dependent on different products and accounts. There should also be other chances to get commission, which can be based on the annual sales revenue and profits. In addition to the monetary reward, AccuClean can apply many other types of rewards such as promotion or workload (based on Adam’s inequity theory, Jobber and Lancaster, 2006).Not all sales people highly value money; some of them might place higher value on promotion, responsibility or recognition. Thus, the variable of rewards will motivate different type of sale s people, in order to maximize the expectancy and value of reward (Vroom’s expectancy theory, Jobber and Lancaster, 2006). A study of sales force practices by Chartered Institute of Marketing showed that sales people are mostly motivated by individual meetings with supervisor to discuss career, job problems, etc. The second ranked motivating factors is ‘regular accompaniment in the field by the sales manager’ (Jobber and Lancaster, 2006).These methods of improving leadership style should be aware by ASMs and higher management. 4. 2 Set up the formal recruitment and selection process The formal recruitment process is proposed as below (according to Jobber and Lancaster, 2006, p. 384). Bias in selecting applicants should be minimized by carefully preparing job description and personal specification. Of course, the experience of employer should be used during the selection process. However, those five steps above should be strictly followed to avoid any mistakes dur ing recruitment. 4. Set up a standardized training Good training programs will help to equip our sales people with sufficient knowledge and skills. Besides, it plays as a motivation factor for sales people and positively influences the job satisfaction. 4. 3. 1 When should our company train our sales employees? According to Donaldson (2007, p. 208), the training should be held properly when: * New sales person is recruited * A sales person takes on a new territory * New products * New business, new market segments * Company new policies or procedure * Selling habits are poor or inappropriate An individual is being considered for promotion The sales techniques are very important to train all sales people in the organization (69% of North European firms providing sales techniques training). The market and customer knowledge is also essential in training (42% of firms providing this, based on Roman and Ruiz, 2003, cited in Donaldson, 2007). 4. 3. 2 Who should do the training? Sales tra iner can be senior managers (i. e. ASMs, GSM), technical specialists (from Production department), external specialists, or inside experienced sales people (i. e. from other ASMs).In many cases, training is more likely to be provided by inside company specialists, who not only have the best understanding about the organization and individual needs, but also can tailor training programs to suit both internal and on-the-job requirements (Donaldson, 2007). 4. 3. 3 Where should training be done? The training can be organized in internal single location (different ASMs), a centralized external location or a decentralized location (on the job). It depends on the purpose of training and variable factors to decide where to hold the training.Below is the nine possible options that are proposed by Donaldson (2007, p. 210). 4. 3. 4 What methods of training should be used? Lectures, films, role playing, case studies, or in-the-field training are options of training methods (Jobber and Lancaster , 2006). Each has its advantages and limitations. The point is how to use them properly for different training purposes, in order to achieve the best results and highest satisfaction of participants. 4. 4 Restructure the sales team with the new role of KAM New proposed sales team structure is presented in Figure 2 with two radical changes. ASM North and ASM Scotland will be combined into Regional Sales Manager of North and Scotland * Key Account Manager is added to our sales team structure as one independent function Figure 2: Sales Team Structure (proposed) The Regional Sales Managers are formed to ensure the number of sales people is interrelated to the number of customers in each region. The number of customers in the North and Scotland, which is 1196 and 499 respectively, is much fewer than the number of customers in Midlands and South (1973 and 1545 respectively).Therefore, it is appropriate to merge two ASMs North and Scotland together, in order to enhance the performance in t he broader area, and increase the influence on organization’s decision-making of sales people in the North and Scotland area. The Key Account Manager is added to be in charge of all key accounts in the whole UK. KAM’s responsibility is to manage all sales people, who are managing those key accounts in different regions. Moreover, KAM is also responsible for potential key accounts and complex DMUs. The communication and leadership style are crucially important to be successful in managing sales people in different areas.Monthly meeting can be organized and the advanced record system (computer based) should be built up to develop the whole sales team’s communication flows in long-term. This proposed sales team structure is based on all forms of selling simultaneously: KAM for very big accounts, general territory representatives (Regional Sales Managers) for the medium and small- sized accounts (Jobber and Lancaster, 2006). The number of sales people in AccuClean i s currently more than necessary, as calculation based on the current number of customers. In fact, it is difficult to get rid of 24 sales people at once, and should not be done in that way.AccuClean can evaluate sales people in the whole company by their performance, motivation and achievement in past years. In a period of 12 months, it is expected to dismiss six sales people. After two years, 12 sales people in total will be fired. AccuClean may attract more customers in the future and need more sales people; therefore, it is dependent on the situation at the time to decide how many more sales people have to leave. 4. 5 Action Plan 4. 6 Expected Outcomes Limitations The merger of two ASMs North and Scotland into one Regional Sales might cause problem in the span of control.The new RSM will manage 20-23 sales people, which might lead to the role ambiguity and lack of coaching and supervision. The Action Plan illustrates many tasks that need to complete in the first year, thus, it mi ght be very challenging in the first year for the new GSM. It is a tough decision to fire some sales people in the next two years. It might cause several problems within the sales team concerning rumours or miscommunication. Therefore, it is necessary to have a serious evaluation based on a formal checklist and consultancy from different people in the team.Furthermore, the training needs to be held at the beginning of the year, to inform the sales team about new changes, thus, reduce miscommunication. Bibliography CPSA (2012) Sales Manager Job description [Online]. Available from :< http://www. cpsa. com/pdf/src/tools/Sample%20Sales%20Manager%20Job%20Description. pdf> [Assessed 16 December 2012]. Donaldson, B. (2007) Sales Management. 3rd ed. NewYork: Palgrave MacMillan. Inc (2012) General Manager Job description [Online]. Available from :< http://www. inc. com/tools/general-manager-job-description. html> [Assessed 16 December 2012].JCT 600 (2012) General Sales Manager Job descripti on [Online]. Available from :< http://www. jct600. co. uk/data/cm/careers/1028. pdf> [Assessed 16 December 2012]. Jobber, D. And Lancaster, G. (2006) Selling and Sales Management. 7th ed. England: Pearson Education Limited. Myjobs (2012) Senior Sales Manager (Oil Machinery) [Online]. Available from :< http://myjobs. classifiedpost. com/index. php/Job-Search/ENGINEERING-GENERAL-BUSINESS-DEVELOPMENT-ACCOUNT-MANAGEMENT-Job-Description/SENIOR-SALES-MANAGER-OIL-MACHINERY/597925> [Assessed 16 December 2012]. Reed (2012) General Manager – Milton Keynes [Online].Available from :< http://www. reed. co. uk/jobs/general-manager-milton-keynes/22306659#/jobs/general-sales-manager-in-milton-keynes> [Assessed 16 December 2012]. Appendices 3 4 7. 1 The recruitment process 7. 2 Sales people calculation The Figure 1 calculation will be illustrated in details as below. Based on: Number of sales people = (Number of customers x Number of call pa) / (number of calls per day x Number of working day s per year) Suppose there are 225 work days per year, 12 times calling per customer per year (once a month) Each sales person supposes to make 40 calls per week, 10 of those are to be made to prospects.Therefore, each sales person has to make: (40-10)/5 = 6 calls per day. * Number of sales people in Midlands = (1973 x 12) / (6 x 225) = 18 * Number of sales people in South = (1545 x 12) / (6 x 225) = 14 * Number of sales people in North = (1196 x 12) / (6 x 225) = 11 * Number of sales people in Scotland/ North Ireland = (499 x 12) / (6 x 225) = 5

Management and Leadership Paper

Management and Leadership Paper Leadership and management are the two most confused terms in the corporate world. These are the two expressions used interchangeably in the corporate parlance. One is thought to be the replacement of the other. However, managers and leaders are two different spheres of organizational culture with one sphere, at some places, overlapping the other. These two together make the organizational culture and are responsible for its health. We will look at the various aspects of leadership and management with respect to the company GE (General Electric) and see how the two integrate while maintaining the disparity to make this organization number one enterprise and the best training school for future leaders and managers. Management Vs Leadership â€Å"Management is doing things right; leadership is doing the right things† The above quote by Peter F. Drucker sums up beautifully the essence of leadership and management. Management involves the tactical aspect of day to day running of a function. A manager gets the power to direct the subordinates by the virtue of the position being held. He/she typically carries out the responsibilities laid out by the organization for him/her. A manager is more of a problem solver and takes care of work areas relating to people management, time management, decision making etc. A leader on the other hand is more of a visionary. He has the ability to energize others and is self motivated and self driven. He sets the vision for his organization and has the power to influence the people to walk the path he has envisaged. However, there are places where a person needs to have both management and leadership skills. A manager in a team role would need leadership skills to influence his team members and get work done from them. Similarly, a leader needs to have management skills to be able to execute his vision. Hence, success of an organization would require people with a blend of both virtues. What role they play would depend on the percentage of each character in the individual. Leadership and management roles case study – GE GE has acquired its leadership legacy from Jack Welch, one of the greatest leaders of all times to come. He propagated a leadership style alien to the organizations of the time he took over GE’s reigns and changed the organization culture completely. Jack’s major success as a leader was due to his concept of â€Å"boundary less thinking†. This is how he grew an American manufacturing company into a services giant spread across 100 countries all across the globe (beginnersinvest. about. com ). One of the evidences of this â€Å"boundaryless† culture can be seen in Jack’s initiation of e-business. He connected the company directly to the suppliers as well as the customers electronically. This helped in quick information flow and instant resolution to the customer’s woes (answers. com). The managers here also followed this behavior as propagated by the leadership. This can be seen by the enthusiasm they took in taking up 6-sigma quality projects and delivered immense profits when Welch initiated the six sigma drive to reap benefits of the quality initiative. The managers enthusiastically followed their leader and undertook rigorous quality trainings, learned from each other’s experiences and further fired the six sigma drive. In fact, the benefits derived from this vision of Welch and the immense participation by the managers all across the businesses lead to a productivity gains of $320 million in 1997 and even more at around $750 million in 1998 (beginnersinvest. about. com ). Developing leaders was an important strategy of Welch as this always ensured a lineage of good leadership for the company. To fulfill this vision he had setup a leadership development school at Crotonville. He used this school as a means of encouraging â€Å"boudaryless† culture as well as a forum for â€Å"best practice sharing† as managers from various businesses would share their experiences both theoretical and practical and use the learning from these class room sessions to improve their respective businesses. However, some of the managers from â€Å"previous era† were not very enthusiastic about participation in these sessions. So, Welch started what he called â€Å"work-out† sessions. The managers would not be included in these discussions which were facilitated by academic people hired from outside the organization. After discussing the problems and solutions within the work-out group, the points were then discussed with the concerned managers there and then and they had to decide about whether to accept the solutions or give their view points against them and provide better options or to setup a plan to execute in phases (answers. com). Finally, these sessions became a way of resolving problems and involving employee participation and are still being used by managers to solve issues. Managers were the key messengers of the leadership to propagate and implement their messages. Managers were encouraged to come up with new ideas and were invited to Crotonville to proudly share ideas in front of Welch and the proficient executive team of GE (answers. com). Jack spread the concept of informality in the organization. He would send personal notes to people wherever possible. On of his managers once turned down a promotion because of his inability to shift from the location where he was presently working. Jack wrote him a personal note which went as follows: †We like you for a lot of reasons–one of them is that you are a very special person. You proved it again this morning. Good for you and your lucky family. Make Diamonds a great business and keep your priorities straight. † (beginnersinvest. about. com). Woodburn was immensely moved by this as he said †It showed me he cared about me not as a manager but as a person . That means a lot. ‘ (beginnersinvest. about. com). From the discussion above, we can understand how leadership differs from the management at GE. The leaders here are visionaries and the managers support their vision by following and propagating their ideas. Managers here are experts in their areas of operation while the leaders groom them to be future leaders. There were times, though, when the managers were not ready for the change their leader was propagating. The leaders have the capability of finding ways of getting their vision implemented which is evident from the work-out sessions idea of Welch. Recommendations for achieving a healthy work culture in an organization The growth curve and sustainability of an organization is highly influenced by its work culture. The key to everlasting success is to nurture the spirit of high business ethics in the organization. Where leaders and managers succumb to unethical dealings to spur growth, the organization is bound reach a fatal end soon. Thus, with undeterred focus on values, the leaders can create a transparent and healthy work environment. Another important strategy to achieve positive organizational culture is not to put pounding pressure on the people to perform. The undue pressure caused by Jack’s aggressive vision, lead people to resort to unethical means to deliver results. GE was at one time weighed down by scandals like the Kidder, Peabody & Co. bond-trading scam of the 90’s which resulted in bogus profits (beginnersinvest. about. com). Works Cited Kotelnikov, Vadim. 25 Lessons from Jack Welch. February 16, 2010. http://www. 1000ventures. com/business_guide/mgmt_new-model_25lessons-welch. html coach4growth. com. Leadership vs. Management: What are the Characteristics of a Leader and a Manager. 2007. February 16, 2010. http://www. coach4growth. com/good-leadership-skills/leadershipvmanagement. html beginnersinvest. about. com. How Jack Welch runs GE. May 28, 1998. February 16, 2010. http://beginnersinvest. about. com/gi/o. htm? zi=1/XJ/Ya=1=beginnersinvest=money=22=160_651_610_315=10=14=1=1=http%3A//www. businessweek. com/1998/23/b3581001. htm answers. com. Business Biographies: Jack Welch. 2010. February 16, 2010. http://www. answers. com/topic/jack-welch