Leadership Essay Example | Topics and Well Written Essays - 750 words - 5

Leadership - Essay Example More than a month ago, US President Barrack Obama announced to the world that Osama bin Laden, leader of al Qaeda network, was killed in a blitzerg cost-efficient attack done by US soldiers within the military compound of Pakistan. Obama reckoned the horror of 9/11 attack that left thousands of families grieving and traumatized from violent assault which also communicated horrors to many nations. As a consequence, US launched its anti-terrorism policy and strategized the campaign by strengthening the alliance with the rest of the world. Such brought wars in Afghanistan and its operation were regionalized in many allied countries around the globe. Suspects were mapped out, offensive actions were launched and US assumed the role of global leadership against war in terrorism. In a manhunt against bin Laden, the Bush administration sent troops for an Afghan war that caused massive death, displacement of peoples, psychological trauma amongst women and children and encouraged social upheav als in many nations advocating peace and are oppose to war policies. US however was successful in disintegrating al-Qaeda group possessed with anti-US sentiment. It failed to capture bin Laden although forces were able to interdict and arrested some of its suspected members whilst confronting some regional attacks in key strategic areas where US presence is felt. It was only this May 2011, when troops were sent to Pakistan at the behest of Obama administration to do a lightning attack targeting bin Laden. Right on mark, without civilian casualties and of less operational cost, Obama announced that bin Laden’s death was a historic and significant achievement for al-Qaeda’s defeat. The Obama administration proved its sincerity in this anti-terror drive by professionally handling global security management at the heart. It illustrated ethical leadership by being clear and steadfast of its goal and in explicating that the attack against bin Laden is a decision not to ran i n conflict with believers of Islam but as means of valuing the importance of life, justice for 9/11 victims and for world peace. This was empirically shown by how US singled-out the target which was then hiding within a military camp of a Muslim-dominated nation of Pakistan. US certainly have managed it with diplomatic channels who dealt with internal intricacies to handle outcomes to certainly thread in a value-based leadership’s efficacy—both in operation and in international political relations. Obama was able to model to the world that international security is essential by perceiving it as a benefit with hope to restore people’s confidence to enjoy life free from violence. He was able to demonstrate ethical leadership with efficacy and virtue. As a manager of his forces, he was able to show affective commitment, shaped perceptions at an ethical climate, provide operation or job satisfaction, achievement of goals, and inculcate sense of justice. On its econo mic aspect, its wise to account that the war against terror under Bush administration have divested billions of dollars to shoulder operational and administrative costs, communication, upgrading facilities, networking, capability-building, conflict-management, post-war reconstruction and the likes. It was too costly. Obama was able to reduce the cost of operation and risk management by managing time spent for firefight, forecasting shocks while targeting object of operation, considering all potential change

The History of the Management in Business Essay

The History of the Management in Business - Essay Example Porter’s Five Force model is a set of analytic techniques to develop a strategy by looking at five competitive forces to position an organization and its activities so that its product or service is different and cannot be imitated by rivals or potential rivals. Of these, three forces are acting on Kao’s failure to grow its Western markets: bargaining power of buyers (Kao’s cheap image and reputation as a novice), threat of substitutes, and intensity of rivalry (competitors better at marketing high-end/high priced products). Porter then recommends that an organization choose one of three generic strategies – over-all cost leadership, differentiation, or focus – so it can compete and achieve sustainable profitability. How can we explain Kao’s success in cost leadership and differentiation? An explanation is its value chain, a framework introduced by Porter to analyze an organization’s internal capability to support and reinforce a chose n generic strategy. Kao’s internal capabilities and competencies (as we shall next see) helped it succeed in two generic strategies, although its failure to make buyers want its product means that it needs to make adjustments. Kao can satisfy the buyer’s bargaining power by improving its image through advertising and marketing, minimise the threat of substitutes by introducing quality but lower-priced products using its cost leadership and product differentiation advantages, and match the intensity of the rivalry.... buyers (Kao's cheap image and reputation as a novice), threat of substitutes (similar products familiar to the market), and intensity of rivalry (competitors better at marketing high-end/high priced products). Porter then recommends that an organisation choose one of three generic strategies - over-all cost leadership, differentiation, or focus - so it can compete and achieve sustainable profitability. How can we explain Kao's success in cost leadership and differentiation An explanation is its value chain, a framework introduced by Porter5 to analyse an organisation's internal capability to support and reinforce a chosen generic strategy. Kao's internal capabilities and competences (as we shall next see) helped it succeed in two generic strategies, although its failure to make buyers want its product means that it needs to make adjustments. Kao can satisfy the buyer's bargaining power by improving its image through advertising and marketing, minimise threat of substitutes by introdu cing quality but lower-priced products using its cost leadership and product differentiation advantages, and match the intensity of rivalry by deploying trained managers who know the culture to market products in the west. Using the so-called RBV (resource-based view) of strategy, which proposes that competitive advantage can stem from firm-specific skills and resources6, we see Kao as a collection7 of productive resources8 (brand name, quality products, employee loyalty), capabilities9 (unique combination of cross-functional business processes, Hansha information system, the way its workers interact, and how its management leads by example), and competences10 (intuitive learning environment and long-term focus). Kao must use these resources, capabilities, and competences in developing