Death of a Salesman Directors Vision - 1128 Words

14 Pall Mart Belgravia London SW10 Pier 4 Hickson Road Walsh Bay NSW 2000 I write to you to propose the production of Arthur Miller’s classic â€Å"Death of a Salesman.† As the title suggests, the book is about the death of a salesman named Willy Loman. However, through my production, it is not the inevitable ending that will be remembered by the audience. It will be the processes that led to Willy’s conflicted mind that will resonate in the audience’s mind. The underlying values of blind faith in the American dream and the narrow-minded definition of success, which are exemplified in Willy Loman, combine to form an example of a self-inflicted demise. However, through my production, the reasons behind Willy’s adherence to these†¦show more content†¦Props will be used as a beacon of reactions from the audience both in support and dissapproval of his actions. The seeds represent the worth of his labour, both as a salesman and a father. His desperately hopeless attempt to grow vegetables signifies his shame about ba rely having enough money to put food on the table. The seeds symbolise Willys sense of failure with Biff, Willys efforts to cultivate Biff went awry and realising that his American football-star of a son is just a lazy nobody who achieved nothing, Willy takes Biffs failure and lack of ambition as a reflection of his abilities as a father, shown by â€Å"Nothing’s planted. I don’t have a thing in the ground.† The connotations of the seeds can be both reacted with a sense of sympathy towards Willy’s failure as a father and salesman but also a criticism on his parenting skills, especially on Biff. The tape recorder in the play is also used to represent the end of Willys career. It is introduced when Howard no longer needs Willys services and without concern fires him. This, to Willy, was like, eating the orange and throwing away the peel. The tape recorder instills sympathy to the audience over the uncompromising nature of the American dream but is also a criticism of Willy, who does not accept change and clings onto the past. However, characterisation is definitely the most important technique. The characters of Uncle Ben and Linda shape and maintain Willy’s views of life and are therefore, the forceShow MoreRelated Schindlers List as An Accurate Documentation of the Holocaust2282 Words   |  10 Pagesthe Jews. This mans name is Oskar Schindler. Steven Spielberg has attempted to document his life during the Second World War. The movie Schindlers List demonstrates an accurate documentation of World War II and the Holocaust from a modern directors interpretation, and it is a good tool for teaching students about the Holocaust. On September 28, 1938, the leaders of Europe met in Munich to discuss Hitlers advances on Western Europe. The leaders that attended were British Prime Minister Read MoreStrategic Marketing Management337596 Words   |  1351 Pagesperspective from a member of the establishment in the early twentieth century, it is not surprising that the vision of writers such as Jules Verne and H.G. Wells was mocked, yet their premonitions have often come to be justified, with surprising speed and accuracy in some instances. We did, for example, have Concorde, despite Professor Pickering’s pessimism. It should not be expected that any particular vision of the future will be correct in every detail, nor necessarily very detailed in its conception. WritingRead MoreIncome Taxation Solutions Manual 1 300300 Words   |  1202 Pagesdates] The filing due dates are as follows: a) b) c) d) May 31, 20X7 (six months after the year-end of the corporation [ITA 150(1)(a)]) June 15, 20X7 [ITA 150(1)(d)(ii)] April 30, 20X7 [ITA 150(1)(d)(i)] August 21, 20X7 (later of six months after death and the normal filing due date [ITA 150(1)(b)] KC 3-8 [ITA: 150(1), 156.1(4), 248(1) – filing deadline and balance-due day for individuals] a) Bob’s   tax   return   is   due   April   30th of the following year [ITA 150(1)(d)(i)]. The balance of tax owing

Breast Cancer Cancer And Cancer - 946 Words

Skylar Steinman Period 6 Ms. Jobsz 12 February , 2016 Breast Cancer It is commonly known that Breast Cancer is one of the most insidious diseases that mankind has had to deal with. With the discovery of the BRCA1( BReast Cancer gene one) and BRCA2 (BReast Cancer gene two) genes, breast cancer can be detected with a great amount of certainty on a genetic level in some women and men. 40,000 women and men die of breast cancer each year. Knowing this it is very important to try to detect the mutation in the gene as early as possible. In the United States alone between 1 in 800 people are diagnosed with the BRCA gene mutation. However, among the Ashkenazi jews,( jews from primarily eastern european decent) men and women are about one in forty to have the mutation. Even though battling this disease provides many challenges to those afflicted, advancement in treatment and in research have increased the ability to survive tremendously. The BRCA gene is passed directly from parent to child. While everybody has a pair of BRC A genes it s only when they are determined to be abnormal that it increases the likelihood that Breast Cancer will be developed. The BRCA gene is located on the long arm of chromosome 17 at position 21 ( Genetics Home Reference; two). The primary purpose of the normal BRCA gene is to repair any cell damage in the breast tissue and to keep the cells from them becoming abnormal. When the gene carries a detectable amount of abnormality the gene starts toShow MoreRelatedBreast Cancer : Cancer And Cancer Essay1433 Words   |  6 PagesBreast cancer is a carcinoma that develops due to malignant cells in the breast tissue. Cancerous cells are more likely to produce in the milk-producing ducts and the glands, ductal carcinoma, but in rare cases, breast cancer can develop in the stromal, fatty, tissues or surrounding lymph nodes, especially in the underarm (Breast Cancer). For women, breast cancer is the most commonly diagnosed cancer and the 2nd leading cause of cancer death – behi nd skin cancer. While treatment or surgeries canRead MoreBreast Cancer : Cancer And Cancer1346 Words   |  6 Pagesinternational symbol for breast cancer support and awareness. Breast cancer knows neither racial boundaries nor age restrictions. Females of all ages and ethnicities can develop breast cancer and it is the leading most common cancer among women. Calling attention to this often fatal disease is important by supporting its victims, families and friends of victims, as well as raising funds for breast cancer research. Though males are not immune from developing a breast cancer, for the purposes of thisRead MoreBreast Cancer : Cancer And Cancer Essay1711 Words   |  7 Pagesacknowledge the health beings of a women is quite scary knowing that in about 1 in 8 women in the U.S will develop breast cancer. 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(CITE) Breast cancer is a heterogeneous condition thatRead MoreBreast Cancer : The Cancer Essay1722 Words   |  7 Pagesacknowledge the health beings of a women is quite scary knowing that in about 1 in 8 women in the U.S will develop breast cancer. By this year of 2016 going into 2017 there will approximately be 246,660 cases found. The 20th century is described to be the cancer century. One main cancer I wanted to talk about that has my full attention was breast cancer. The important ways of looking at breast cancer as a tremendous problem is because we are losing our women to this disease. Categorizing the main issues toRead MoreBreast Cancer : Cancer And Cancer1372 Words   |  6 PagesBreast Cancer Disease Overview Breast cancer is a disease in which certain cells in the breast become abnormal and multiply uncontrollably to form a tumor. Breast cancer is the second most commonly diagnosed cancer in women. (Only skin cancer is more common.) 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Feasibility Study Free Essays

Introduction: A  feasibility study  is an evaluation and analysis of the potential of the proposed project which is based on extensive investigation and research to give full comfort to the decisions makers. A feasibility study is essentially a process for determining the viability of a proposed initiative or service and providing a framework and direction for its development and delivery. It is a process for making sound decisions and setting direction. We will write a custom essay sample on Feasibility Study or any similar topic only for you Order Now It is also a process which: * is driven by research and analysis * usually involves some form of consultation with stakeholders, community, users, etc. focuses on analyzing, clarifying and resolving key issues and areas of concern or uncertainty * very often involves basic modeling and testing of alternative concepts and approaches There is no universal format for a feasibility study. Feasibility studies can be adapted and shaped to meet the specific needs of any given situation. Definition: By Lahle Wolfe: â€Å"A feasibility study looks at the viability of an idea with an emphasis on identifying potential problems and attempts to answer one main question: Will the idea work and should you proceed with it? â€Å"Feasibility Study  is basically a  study that  is done to judge the  viability  of a new business venture. It is actually a preliminary analysis of a project that lets the people know that whether to proceed with a project or not. † Who undertakes such stu dies? * Project Manager:  The Project Manager will take the lead in conducting the Feasibility Study, organizing the site visit and completing the Feasibility Study Report. * Feasibility Study Team:  The Project Manager will form a Feasibility Study team to: * provide the required skills and knowledge (i. e. nowledge of the technical details of the project, familiarity with the local environment, an understanding of the local community and culture) and, * take part in the site visit. * Stakeholders:  Stakeholder consultation will continue to play a major part of the project, particularly during the site visit. Engage closely with the local communities as they will be an invaluable source of information for the Feasibility Study. * Independent Technical Advisor:  An independent technical advisor will be used to provide technical advice and to review the Feasibility Study Report. Features of feasibility study: * Very articulate * High Systematic * Focused * Strategic in nature * Cost effective * Value Adding * Organized * Flexible Objective of feasibility study: * To know the viability of the Project. * To evaluate the profitability of a new business. * To evaluate the benefits to be gained in the expansion of a business. * To evaluate the financial impact for changes in business location. * To evaluate the benefit from new methods of production, technology or machinery. * To evaluate changes in an organization To evaluate benefits from business merger or business acquisition * To know the market trends. * To reduce the cost of project. * To test the profitability of the project. * To identify the likelihood of one or more solutions meeting the stated business requirements. * To find the outcome of the feasibility study is a confirmed solution for implementation. When is Feasibility Study needed? The following are more specific circumstances that may prompt t he need for a feasibility study: * Significant capital investment is required Significant City funding or public fund raising is required * Significant commitment or exclusivity of City land or building floor space and time is required. * There is no clear champion * Financial viability is in question (costs compared with anticipated revenues) * Community needs require further analysis and validation * There is potential to reach a large market segment or affect a large number of people * Accessibility to the service is an issue (pricing barriers, physical barriers, discriminative social barriers, proximity, geographic equity, etc. * There is a perception of competition with existing service providers (commercial or community based) and the city’s mandate or role may be questioned * There is no clear indication of the preferred method or source of delivery. * Public safety is concerned * There are significant legislative requirements (health, safety, liability, certification requirements) related to the initiative which concern, impact and relate to the city * There is significant risk inherent in the service initiative (financial, political, public liability, social, etc) * The initiative entails significant operating requirements (ie. Financial, administrative, staffing, materials and supplies, skill development, customer service, training/development, etc. ) Contents of a Feasibility Study: The following summarizes typical contents of a feasibility study. The level of detail, analysis and involvement may vary depending on the nature and scale of the proposed initiative. 1. Service Concept: * Description * Origin * Conformance with City policies, goals and directions. 2. Community Benefits/ Outcomes Assessment: * Personal Health – physical development, skills development, mental health reduces the risk of heart disease, stroke, combats osteoporosis, etc. Build strong families and healthy communities – ethnic and cultural harmony, community pride and identity, community participation, community heritage. * Ecological Survival – environmental health, protect public open spaces, natural features, ecological functions, wildlife habitat, awareness and respect of environment. * Economic Generator â €“ business development, productive workforce, reduce taxes, tourism. * Human Development – development of children youth’s full potential, lifelong learning. * Quality of Life – build self-esteem and positive self image, enhance life satisfaction, etc. Reduces self-destructive and anti-social behavior – crime, racism, isolation, alienation, etc. * Reduces health care, social services and police/justice costs – foster care, incarceration costs, etc. 3. Community Needs Assessment and Market Analysis: * Target markets/profiles (geographic/ demographic) * Needs assessment (i. e. product or type of service) * Market supply and competition * Market share goals (production or service volume goals) * Trends analysis- socio-economic, demographic, environmental, recreational, etc. Short term fad or long term need? Market growth potential * Impacts to current markets. 4. Service Concept Development: * Content * Format * Provision Levels * Criteria/Stand ards (i. e. quality, accessibility, safety, customer service) 5. Resource Requirements: * Capital- land, structure, space, furnishings, fixtures, equipment, computers, technological systems * Facility provision options (rental/lease, renovations, re-using/re-adapting existing facilities, joint venture, new development) * Operating- staff (administrative, instructional, supervisory/management), utilities, materials, supplies, etc. . Service Delivery/ Management Options Review service delivery options in light of the following criteria: * Cost efficiencies * Accessibility * Affordability * Leadership capacity and commitment * Public interest * Liability-regulatory considerations * Service quality and customer responsiveness * Resource/financing capacity * Service integration and continuity * City role, financial impacts, impacts to other programs, services, facilities. 7. Financial Assessment of Preferred Options * Capital expenditure projections Operating cost projections * Capital a nd operating financing strategies pricing, subsidy, grants, sponsorships, fund raising, etc. 8. Recommendations * Preferred service delivery approach * City role and impacts (i. e. financial, resources) * Implementation strategy Briefing of Feasibility Study Content: A feasibility study will: * Verify community needs for a proposed leisure service * Assess the benefits and overall value of a proposed service to the community * Assess market conditions and trends * Articulate a service concept (i. e. Format, content, theme, objectives/outcomes) * Determine required resources (capital and operating) * Determine costs and financing strategies (i. e. Financial analysis) * Review service delivery options and recommend the most effective delivery strategy. * Determine the city’s role and impacts (financial, resources) in the delivery of the service * Produce an implementation strategy for the development and delivery of the new service Feasibility Study Process: The following summarizes a typical feasibility study process for a community leisure service: Phase 1 Project Development: Identify stakeholders, develop a steering committee, produce a terms of reference, call RFP and retain consultant if necessary, consulting services agreement, refine process timelines and milestones, develop task teams, clarify roles and responsibilities, communications plan, etc. Phase 2 Background Research: Collect data, trends analysis, market analysis, community demographics profile, identify issues and opportunities related to contemplated service. Phase 3 Community Consultation: Community needs assessment through focus groups, forums, surveys. Phase 4 Service Concept Development: Develop service concept and format, resource requirements, capital requirements, service delivery alternatives, financial strategies, etc. Phase 5 Community Consultation and Market Testing: Obtain input on service concept and format, delivery alternatives, costing and pricing strategies. Focus groups, surveys, forums, etc. Phase 6 Final Recommendations: Develop final recommendations on the service format, preferred delivery approach, City role and involvement and implementation strategy. Types of Feasibility Study: There are many different types of feasibility studies; here is a list of some of the most common: * Technical Feasibility  Ã¢â‚¬â€œ does the company have the technological resources to undertake the project? Are the processes and procedures conducive to project success? * Managerial Feasibility- Businesses which are complex requires significant experience on part of top management to run it. Management expertise is not only in technical know-how but also in understanding market dynamics. * Schedule Feasibility  Ã¢â‚¬â€œ does the company currently have the time esources to undertake the project? Is the project compatible in the available time? * Economic Feasibility  Ã¢â‚¬â€œ given the financial resources of the company, is the project something that can be completed? The economic feasibility study is more commonly called  the cost/benefit analysis. * Cultural Feasibility  Ã¢â‚¬â€œ what will the impact on both local and general cultures be? What sort of environmental implica tions does the feasibility study have? * Legal/Ethical Feasibility  Ã¢â‚¬â€œ what are the legal implications of the project? What sort of ethical considerations are there? You need to make sure that any project undertaken will meet all legal and ethical requirements before the project is on the table. * Resource Feasibility  Ã¢â‚¬â€œ do you have enough resources, what resources will be required, what facilities will be required for the project, etc. * Operational Feasibility  Ã¢â‚¬â€œ this measures how well your company will be able to solve problems and take advantage of opportunities that are presented during the course of the project * Marketing Feasibility  Ã¢â‚¬â€œ will anyone want the product once its done? What is the target demographic? Should there be a test run? Is there enough buzz that can be created for the product? * Real Estate Feasibility  Ã¢â‚¬â€œ what kind of land or property will be required to undertake the project? What is the market like? What are the zoning laws? How will the business impact the area? * Comprehensive Feasibility  Ã¢â‚¬â€œ this takes a look at the various aspects involved in the project – marketing, real estate, cultural, economic, etc. When undertaking a new business venture, this is the most common type of feasibility study performed. Process to prepare a feasibility study report: Feasibility Study Report 1. Identify Stakeholders Purpose| To identify who to consult to complete the Feasibility Study Stage. | Timing Note| While you will decide the plan for stakeholder consultation during this step, consultation with the stakeholders will continue throughout the Feasibility Study Stage. | Useful Tools| * Guidelines on Stakeholder Engagement * Guidelines on Feasibility Study * Feasibility Study Report TEMPLATE| Actions Action| Description| 1| Review the project stakeholders to be consulted during the Feasibility Study Stage. | 2| Identify when stakeholders should be consulted in this Stage. 3| Consult with the stakeholders as identified throughout the Feasibility Study Stage. | At the end of this step:  The stakeholder consultation conducted in the Feasibility Study Stage is recorded in the  Socially Acceptable  section of the  Feasibility Study Report. | 2. Describe the Site Purpose| To develop a complete description of the eradication site. | Timing Note| You will learn more about the site on each visit so the description of the site can be expanded as and when necessary. | Useful Tools| * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE| Actions Action| Description| 1| Get to know the site. Note:  Refer to the notes in  The Site  section of the  Feasibility Study Report TEMPLATE, for the type of information needed. | 2| Record the information in  The Site  section of the  Feasibility Study Report. | At the end of this step:  The Site section of the  Feasibility Study Report  is complete. | 3. Describe the Target Species Purpose| To describe the species to be eradicated and explain why. | Timing Note| You will learn more about the target species and impacts during the site visit – expand this section as you learn more about the target species. Useful Tools| * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE| Actions Action| Description| 1| Gather all the information you have on the target species; the impact at the eradication site and the benefits of eradication. | 2| Record the information in The  Target Species, Impacts and Benefits of Removal  section of the Feasib ility Study Report  . | At the end of this step:  The Target Species, Impacts and Benefits of Removal section of the Feasibility Study Report  is complete. | 4. Define the Goal, Objectives and Outcomes Purpose| To develop a clear understanding of what the eradication project will achieve. | Timing Note| The Goal, Objectives and Outcomes may change as a result of the findings of the Feasibility Study. Review this step as you are writing the Can it be Done? Section and the Conclusion Section. | Useful Tools| * Guidelines for Project Managers * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE| Actions Action| Description| 1| Record the goal of the project in the  Goal, Objectives and Outcomes section  of the  Feasibility Study Report. 2| Record the objectives of the project in the  Goal, Objectives and Outcomes  section of the  Feasibility Study Report. | 3| Record the outcomes of the project in the  Goal, Objectives and Outcomes  section of the  Feasibility Study Report. | At the end of this step:  The  Goal, Objectives and Outcomes  section of the  Feasibility Study Report  is complete. | 5. Start the  Can It Be Done? Section Purpose| To identify what further information is required to assess the feasibility of the project. | Timing Note| This section of the Feasibility Study Report is generally completed via known information; desktop research and a site visit (see  Step 2. Visit the Site and Update the Can It Be Done? section). | Useful Tools| * Guidelines on the Feasibility Study * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE * Guidelines on Choosing the Correct Eradication Technique * Guidelines on Cat Eradication and Monitoring Techniques * Guidelines on Bio-security * Guidelines on Rodent Bait and Baiting * Guidelines on Non-Target Species * Guidelines on Managing Environmental Effects * Guidelines on Stakeholder Engagement * Guidelines on Consents and Permits| Actions Action| Description| 1| Review each of the seven criteria in the  Guidelines on Feasibility Study  and the template notes in the Can it Be Done? Section  of the  Feasibility Study Report. | 2| Complete research using relevant sources of information. | 3| Record the relevant information in the  Can it Be Done? Section. | 4| Make a list of what further information is required to complete this section. | At the end of this step: * What you do know about the feasibility of the project is recorded in the  Can it be done? Section of the Feasibility Study Report. You have a list of what further information is required to be obtained during the upcoming site visit. | 6. Complete the Site Visit Bio-security Assessment Purpose| To ensure the project team do not transport any invasive species to and from the island during the site visit. | Timing Note| This, and all subsequent trips, to all islands must apply bio-security prevention measures. Your prevention measures may need to be reassessed as you learn more about possible invasive species threats. A comprehensive Bio-security Plan is completed in the Operational Planning Stage. Useful Tools| * Guidelines on Bio-security * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE * Bio-security prevention trip checklist TEMPLATE| Actions Action| Description| 1| Identify the invasive species that could be a threat to the island. | 2| Identify the invasive species that are currently on the island. | 3| Record the known threats in the  Sustainable  section of the  Feasibility Study Report. | 4| Plan the prevention measures the project team will apply when visiting the island. | 5| Write a pre-departure checklist to ensure prevention measures are applied. See the  Bio-security Prevention Trip Checklist TEMPLATE  for a suggested format. | 6| Record the measures in the  Prevention Strategy  column of the Invasive Species Table in the Sustainable  section of the  Feasibility Study Report. | At the end of this step: * The Sustainable section of the Feasibility Study Report contains details of the: * identified invasive species, any other possible threat, and the * bio-security prevention measures to be used by the project team * A project-specific pre-departure checklist based on the Bio-security prevention trip checklist TEMPLATE is complete. 7. Visit the Site and Update the  Can It Be Done  Section Purpose| To gather the information identified in Step 2. 5 – Start the Can It Be Done? section. | Useful Tools| * Guidelines on Stakeholder Engagement * Guidelines on Feasibility Study * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE. * Guidelines for Project Managers. * Guidelines on Choosi ng the Correct Eradication Technique * Guidelines on Cat Eradication and Monitoring Techniques * Guidelines on Managing Environmental Effects * Guidelines on Consents and Permits| Actions Action| Description| 1| Review  Step 1 Consult Stakeholders  to determine how you will consult with relevant stakeholders, e. g. community, landowners, government departments, before and during the site visit. | 2| Review the list of further information required (from  Step 2. 5 – Start the Can It Be Done? section) and plan how you will use the site visit to gather the information. | 3| Identify the people who will form the feasibility study team to visit the island. | 4| Organize the site visit. Note:  Includes consulting with the stakeholders identified in Action 1 above. For further information see  Guidelines on Feasibility Study. | 5| Visit the site. | 6| Record details of the site visit in the  Appendix  of the  Feasibility Study Report. | 7| Record the information you gather on the seven feasibility criteria, in the  Can it Be Done? section of the  Feasibility Study Report. | 8| a) Consider each criteria in the  Can it Be Done? section and decide whether the project can meet these. b) Record the decision and explanation in each criteria section of the document. | 9| a) For each criteria, identify any issues that will need resolving to make the project a success. ) Record all identified issues in each criteria section of the document. Note:  Solutions to issues are not required at this stage; these will be detailed in the Operational Planning stage. | At the end of this step: * The  Can it Be Done? section of the  Feasibility Study Report  is complete and contains:   * whether each criteria can be met, and * any issues that need resolving. * The  Appendix  of the  Feasibility Study Report  contains a report on each site visit. | 8. Assess the Feasibility of the Project Purpose| To use all the information recorded in the Can It Be Done? ection and decide whether the project is feasible. | Timing Note| As the feasibility of the project is assessed, the Goal, Objectives and Outcomes may need to change. Return to Step 2. 4 and check whether you need to update them as a result of the findings of the Feasibility Study. | Useful Tools| * Guidelines on Feasibility Study * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE| Actions Action| Description| 1| Review all the information, decisions and issues in the  Can it Be Done? section and decide whether, all things considered, the project is feasible. 2| Record your decision (and the reasons for your decision) in the  Conclusion  section of the  Feasibility Study Report. | At the end of this step:  The  Conclusion  section of the Feasibility Study Report is complete and contains the overall decision and explanation of whether the project is feasible. | 9. Complete the Feasibility Study Report Purpose| To complete the Feasibility Study Report. | Timing Note| Depending on the reviewer’s comments you may need to have the Feasibility Study Report reviewed more than once before it is complete. Useful Tools| * Guidelines on the Feasibility Study * Guidelines for Project Managers * Feasibility Study Report TEMPLATE * Feasibility Study Report WORKED EXAMPLE| Actions Action| Description| 1| Complete the  Executive Summary  and  Introduction of the Feasibility Study Report. | 2| Record all documents used and referred to while preparing the  Feasibility Study Report, in the References  section. | 3| Record any other useful information in the  Appendix  of the  Feasibility Study Report. | 4| Review all sections of the  Feasibility Study Report  to ensure it is complete. 5| Hav e the  Feasibility Study Report  reviewed by independent technical advisors. For more information, refer to the  Guidelines for Project Managers. | 6| Update the  Feasibility Study Report  to reflect reviewer’s feedback. | At the end of this step:  The independently-reviewed Feasibility Study Report is complete. | 10. Inform the Stakeholders Purpose| To communicate the outcome of the Feasibility Study. | Useful Tools| Guidelines on Stakeholder Engagement. | Actions Action| Description| 1| Review the  Socially Acceptable  section in the  Feasibility Study Report  to confirm how you plan to communicate with each group of stakeholders. 2| Communicate as planned, providing copies of the  Feasibility Study Report  (as required). | At the end of this step:  Stakeholders have been informed of the outcome of the Feasibility Study Stage. | Importance of feasibility study 1. Launching a New Business Many entrepreneurs look at the launch of a new business as a short-term project that can get them to a sustainable profit level. Business veterans often review two feasibility studies: * To determine the long term viability of the business, and * To understand the resources necessary for a successful launch. 2. Creating a New Product or Service: Building a routine process for feasibility studies within an organization helps develop a culture of experimentation without putting the entire company at risk. 3. Changing an Existing Internal Process: Many project managers face the challenges of implementing new internal systems, like customer relationship management software or communications tools. Subjecting new ideas to a feasibility study before contracts are signed can keep a company from investing too heavily in systems or processes that will fail to gain traction or meet customer needs. 4. Deciding on a Partnership or Vendor: Shareholders and employees require assurance that a merger that looks good on paper will actually fly in the real world. Likewise, white papers and glowing customer testimonials from a prospective vendor won’t matter if their product or service doesn’t address critical issues. Feasibility studies  become important tools to separate the reality of a deal from the short term gains enjoyed by participants. 5. Understanding Demand: Feasibility studies always analyze whether a real demand exists for a product or a service. This holds true for internal projects as well as for potential consumer offerings. . Assessing Resources: The opportunity to catalog the current resources available for a project and to estimate the need for additional resources. This kind of result gives a project manager the opportunity to reset expectations based on real budgets and headcount. 7. Marketing Feasibility: Even for products and services with measurable demand, companies must examine their ability to spread the word about a new offering. Company leaders can also discover any potential legal roadblocks involving trademarks, patents, or other intellectual property rights. 8. Marking a Timeline: A feasibility study is the validation of a prospective timeline. A quality feasibility study examines the timetable suggested by project sponsors for potential delays or breakdowns. When project managers use a study as the basis for making timeline decisions, they run the least risk of being overruled by anxious stakeholders. Benefits of Feasibility Study: The benefits of completing a Feasibility Study: * Increases chances of the project being a success: The Feasibility Study will identify the hard parts of the project. It will help identify dependencies in the planning i. e. Trials that need to be done/questions that need to be answered before key decisions on eradication design can be made. * This will allow time for you to address all of the issues before the operation starts. This will reduce project risk and the likelihood of surprises later in the project. * Issues can be planned for and dealt with. * The Feasibility Study Stage tells you what you need to pr epare and plan in the Operational Planning Stage so that you can be well prepared. * Informed decision making: * To manage stakeholder expectations about how much the project will cost and how long it will take. Ensures the decision and commitment of time and money to the project is based on accurate information. * To enable adequate resources and timeframes to solve issues * Reduces wasting money: Projects that are too difficult will be stopped early, rather than later when more money has been spent or before expectations are raised too far. Concluding that a project is not feasible is not a bad outcome, as it:   * Avoids wasting time and money on a project that would later fail. * Enables you to identify what extra work needs to be undertaken to make it feasible. * Records what you know about the project: During the Feasibility Study Report you will have gathered significant amounts of valuable information on the project – * The objectives, * The site, * The impacts and * What you plan to do. All this information will be used again in the upcoming Stages. All is not lost if a project is not feasible at this point in time, it may become feasible in the future as new techniques are developed or technology becomes available. The work completed in the Feasibility Study can then be used. * The Feasibility Study Report can be used to support your funding application: Many funding organizations will fund the Feasibility Study and maybe the Project Design stage separately from the Operational Planning and Implementation Stages. While many funders will require you to complete their own funding application document, your Feasibility Study Report can be used as part of the application. Limitation of feasibility study: * It requires technical knowledge: Feasibility study is a technical paper, not just any person can make it. It requires information and skill that generally not one single individual. * It requires initial expenses: It requires a certain initial amount in its preparation. The amount spent is necessary in order to ensure that the information found in the feasibility study is reliable and accurate. * It requires time and effort: The information found in a feasibility study, if they are to be accurate and reliable, requires on the part of the proponent time and effort in its acquisition. Bibliography * http://www. brighthubpm. com/project-planning * http://www. pacificinvasivesinitiative. org/rk/project/2_Feasibilty_Study. html * http://womeninbusiness. about. com/od/businessplans/a/feasibilitystud. htm How to cite Feasibility Study, Papers Feasibility Study Free Essays ESTABLISHMENT OF AN AUTOMATIC CAR WASH STATION IN OLONGAPO CITY OUTLINE: I. PROBLEM AND ITS SETTING A. Introduction B. We will write a custom essay sample on Feasibility Study or any similar topic only for you Order Now Statement of the Problem C. Objectives D. Significance of the Study E. Locale of the Study F. Definition of Terms II. REVIEW OF RELATED STUDIES A. Relation of the Review Material to the Present Study III. METHODS AND PROCEDURES A. Research Methodology B. Data Gathering (Hypothetical) IV. PRESENTATION ANALYSIS AND INTERPRETATION A. Marketing Aspect B. Financial Aspect C. Socio – Economic Aspect V. SUMMARY, CONCLUSION AND RECOMMENDATION A. Summary B. Conclusion C. Recommendation D. Bibliography I. PROBLEM AND ITS SETTING A. Introduction The study is a partial completion of project feasibility study. The intention of putting an automatic car wash station is to meet the necessity of car owners in the city. The project was chosen in expectation of certainties of economic development in Subic Bay Freeport Zone, and also to provide maintenance and efficiency of vehicles that will create access on different location in the area. To be able to cope up with the growing transportation vehicle in Olongapo City, especially at Rizal Avenue, East Tapinac beside Olongapo Wesley School and second rotunda where at least 2,000 private vehicles were passing a day. This project when fully developed, deserves a superior attention in all its primary operation and therefore it is assured to have a greater chance of success. B. Statement of the Problem This project study analyzes the possibility of establishing an automatic car wash station that is located at Rizal Avenue, East Tapinac near Olongapo Wesley School and second rotunda. Car wash station is needful to the transport business. Moreover, there is no existing automatic car wash station to readily serve the needs of vehicle owners here in the city. Its operation will be a big help in giving good services which will benefit the vehicle owners of Olongapo City as well as the visitors or tourists from nearby cities and provinces. It aims to determine the ability to live, grow and develop an automatic car wash station in Olongapo City. Specifically, this study seeks to answer the following questions: 1. How much proceed will be generated? 2. What is the ratio of car wash stations and private vehicle in Olongapo City? C. Objectives The intention of the feasibility study is to analyze some of the factors that may affect the viability of the said project of putting up an automatic car wash station. To discover the marketing possibility of an automatic car wash station to the customers, the type of market competition, promotion or advertisement and pricing. To determine the financial viability of the project considering the initial working capital and the operating cash requirements, cash flows and profitability. To enhance our knowledge in project implementation and to provide the viable activity which would improve the present socio – economic standing of our country. D. Significance of the Study The study is significant to the following: 1. Car Owners -To lessen the time of waiting for their cars to be cleaned or to be fixed. The washing station could complete the task of washing a car in  20 minutes. Service charge to be paid is also less. 2. Entrepreneurs -To consider the feasibility of pursuing an automatic car wash station project. 3. Car Wash Station Owners -To determine the type of marketing competition of this industry. How to cite Feasibility Study, Essay examples Feasibility Study Free Essays PRICE OF FURNITURE, FIXTURE AND EQUIPMENTS FURNITURE/FIXTURE/EQUIPMENTDESCRIPTIONPRICE (PER PIECE) Bench Trunk A wonderful seat for a child’s room, perfect for storage of toys or clothing. Height: 23†³ Length: 23. 5†³ P 2,985. We will write a custom essay sample on Feasibility Study or any similar topic only for you Order Now 00 Wooden Bar Chair A very firm, sturdy high seat for any type of use. P2,690 Country Wood Chair Made of pinewood. Size 36†³ height x 16. 5†³ length x 15 5/8†³ widthP1,650 Mirror Classic design in walnut finish. Durable and versatile. Size 22. 5†³ height x 17 3/8†³ length x 4. 25†³ width P1,598 Mirror WindowClassic design in walnut finish. Durable and versatile. 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Serves as a lamp stand or accent piece. Size 23. 5†³ height x 21†³ length x 16. 5†³ widthP2655 Knives Made of high carbon stainless steel P500 Spoons Slotted spoon, wooden spoons, sturdy metal spoons, Soup ladleP280 Pots and pansSaucepans with covers, skillet with covers, non-stick skillet, Roasting pan P3500 Queen sized bed narra woodCleopatra designP22, 800 Dora wooden post bed frameP3, 700 Lumina upright vacuum cleanermulti cyclonic 2,000watts 220 volts baglessP1, 500 Kitchen sinkDimensions: 462 x 360 x 187mm. P5, 000 Kitchen stovePower: 1000W + 1500W Dia. 15. 5 cm + 18. 5cm On/Off indicator light White / gray / black†¦ P7,750 How to cite Feasibility Study, Papers

The Accounting theory and current issues Samples for Students

Question: Difference between positive accounting theory and normative accounting theory? Answer: Introduction In finance, accounting is considered as its language. It provides a standardized system to the managers and investors regarding the companys transparency, informativeness and consistency. The report presents an analysis over the difference between the positive accounting policies and normative accounting policies (Griff, 2014). Summary of the article The provided report describes about the positive accounting theory and normative accounting theory. The emphasis of the report is on the difference between positive accounting theory and normative accounting theory. The positive accounting theory emphasizes on the behavior of accountants (Wolk, Dodd Rozycki, 2012). Positive accounting theory is more of a qualitative concept, it answers about the expected assessment and objective outcomes. In the view of economics, positive analysis deals with the logic and their empirical evidence. It can be understood as what is and what might be; it does not analyse about what is good or bad or right or wrong. Positive theory is based on logical research; the reason behind this is it makes an analysis over the accepted rules of evidence and logics which are of both quantitative as well as qualitative nature (Whittington, 2007). While in case of normative accounting policy, it provides a value judgment that is not scientific in nature. Therefore the judgments formed by the normative accounting policy are not capable of proving the right or wrong, the reason behind this is it lacks the facts, logic and evidence. Besides this, the judgments can differ from manager to manager and situation to situation, hence it is a significant problem for the managers and accountants that the accounting policies or the judgments given by normative accounting policies cannot be universally applied (Idowu Louche, 2011). It has been observed that on macro level or large scale in the organization, the economists prefer use of normative accounting theory; however this normative accounting theory should be based on the positive accounting theory practices. The reason behind this is, the findings made by the positive accounting theory lays as a foundation for the normative accounting theory, as it presents a realistic aspects for how an organization can earn profits (Belal, 2012). Research question The positive accounting theory has been introduced by Ball and Brown in 1968. They have made an investigation over the accounting earnings and information system in the financial system and return over the stock to find out the usefulness of accounting information in the financial statements of the company. The positive accounting theory is developed from efficient market hypothesis. According to efficient market hypothesis, it has been assumed that the market is perfect, and there would be no transaction cost. Another view of efficient market hypothesis claims that the capital market would present all the information which is available to public (Mourik, 2013). It has been analyzed by the researcher that the positive accounting policy and normative accounting policy should be applied together. The reason behind this was that it was observed by the researchers according to the study conducted in 1996 by Majone that these both accounting policies are complementing in nature; that is one weakness is overcome by the other accounting policy. Hence it said that by combining the both accounting policies the success in the organization can be ensured (Chattfeild Vangermeersch, 2014). In case of normative accounting theory it describes the ways that a manager or the accountant or the researcher should adopt under particular circumstances. It describes about what a financial accounting should be; that is which instrument can be considered as assets and liabilities and how it should be measured. The measures on which the normative theory is based are not real, hence the management or the accountant do not prefer such theory. However normative accounting theory is considered as goal oriented theory and a realistic approach is followed. Here realistic approach is not in the form of as what the accounting policy, rather what the accounting policy should be (Jones, 2015). By above research analysis, it has been analyzed that the positive accounting theory describes, predict and explain about what is happening currently in the financial market. The theory is based on inductive method. This theory initiates at the level where the different accounting practices adopted by various companies. This leads to increasing the logical analysis so to make the management and accountants capable of making predictions over the different accounting standards or accounting practices that are adopted by the different firms. In case of positive accounting theory the firms are allowed to choose from the optional practices (Songini, Pistoni Herzig, 2013). While in case of normative accounting theory, it does not provides any predictions over the practices that can be adopted by the company. As this theory only provides the standards or practices that are acceptable by the companies. This theory uses deductive method to arrive at suggestible accounting standards and practices. However similar practices are adopted in case of inductive method, but normative accounting theory comes up with new suggestions (Edwards, 2014). Theoretical framework In positive accounting theory, the academics and professionals are of the view the company as the total of the contracts. It is the assumption of the positive accounting theory that to achieve the success efficiency plays a considerable role. Hence it means that to by minimizing the cost of the business, the success of the business can be ensured as reduced cost will result into creation of various opportunities. It has been analyzed that the positive accounting theory, considers real world transactions and events. It examines that how the company will account for such events in its financial statements and would provide consequences of the accounting decisions. With the help of this framework the management of the company can account for transactions and events that can arise in future (Du, 2012). The positive accounting theory is based on objectives, facts and figures. This theory emphasis over economic statistics and data at hand and at end making conclusion on the basis of statistics, facts and figures. It can be understood by quoting an example that is corporate growth makes the company able to pay dividend at higher rates as compare to previously paid dividend rates. In this case, the positive accounting theory, it would be said as due to increase in the corporate growth the rise in corporate dividend is seen. It has been observed that most of the accounting practices such as data collection and book keeping involves positive economic theory (CTI reviews, 2016). While in case of Normative accounting, it follows a different approach as compare to Positive accounting theory. In case of positive accounting theory the management accounts real world transactions and events, while in case of normative accounting, the accounting policy makers tells about what should be done. Normative accounting theory is a deductive process of positive accounting theory. The reason behind deducing process is that the normative accounting theory start from the theory and arrives at the specific policies. A positive start with some specific policies leads to higher level principles in the organization. The normative accounting theory is more of prescriptive theory rather than of descriptive theory, the reason behind this is it does explain about what should be the accounting policies (Bull, 2014). Normative accounting theory describes about what would be future of the company in economic terms. This is the reason the normative accounting theory is a descriptive theory which provides majorly judgments. It can be understood by quoting an example that is increase in dividend payments would lead to use of some of the funds to improve corporate sustainability measures. In case of normative accounting, it would be said as how much dividend should be paid so to maintain the corporate growth. The significance and limitations of the article Following are the advantages and disadvantages of positive and normative accounting theory. This can be understood by quoting an example; in case of positive accounting theory the bank would do accounting of financial securities in such a way that the bank lead to hide the changes in material which were necessary for the banking operations. Because the change was considerable for the management of finance for the company, hence by hiding the material changes leads to present inaccurate representation of financial position. The positive accounting theory is considered as relevant accounting theory, the reason behind this is it leads to explain and predict the suitable accounting practices that the management and accountants of the company should adopt by relying over the facts, figures and standards. This leads to increase in the reliability of the accounting measures and predictions which ensures success of the organization (Emerald group publishing limited, 2015). While in case of normative accounting, it describes the method of accounting to be followed in a particular situation. In this, accounting is done as per contract signed between the principle and the agent. That is if in the contract it is signed that the revenue or expense would be recognized as immediately, lump sum in the future period of time and incrementing the sum over the time. On the basis of contract conditions, the management of the company would record the transactions. Normative accounting theory describes about the policies should be adopted hence, it is considered as goal oriented theory. Normative accounting theory is considered as significant because the business decisions differ from industry to industry. In case of financial sector, some of the firms require adopting different accounting policies; this is the reason they have to adopt various challenges for modern business. Besides this, it has been analyzed that the normative accounting theory is the difference between the different accounting standard and practices that are adopted by the company, and at last it describes about the ways in which one method is preferred over the other method and practices. Furthermore, it has been analyzed that normative accounting theory seek to understand the current practices and methods and make the management and accountants able to make difference between the different practices. This is the reason that makes the normative theory as more of prescriptive theory (Rao, 2006). By analyzing the above two theories it is said that they both complement each other, that is weakness of one method is offset by the use of another set. That is in case of normative accounting theory it prefers to use the current data while in case of positive accounting theory it majorly relies upon the past data of the company and the financial market. It has also been observed that the positive accounting theory is a practical approach; it considers as what is happening in the organization and financial market. While in case of normative approach, it is more of theoretical approach, as it answers the accounting method that need to be followed for day to day practices. The management follows accounting policies in such a manner that it is a mixture of practical and principle approach (Mourik, 2013). Conclusions By analyzing over the report it has been analyzed that the in case of positive accounting theory, it focuses upon explaining and predicting the current accounting practices that are adopted by the company. For example it describes about the reasons of adopting the historical accounting system rather than the policies which could be opt by the management. While in case of normative accounting theory, the accountants and the managers has to provide their opinions on the basis of deductive logics, subjective approach and inductive method. This is the reason that normative accounting theory fails in the reality aspects because it fails to meet the reality aspects. References Belal, A, R,. (2012) Corporate social responsibility reporting in developing countries: The case of Bangladesh, Ashgate publishing ltd, England Bull, R, J,. (2014) Accounting in business, Butterworth Heinemann, United Kingdom Chattfeild, M Vangermeersch, R,. (2014) The history of accounting (RLE accounting): an international encyclopedia, Routledge, United Kingdom CTI reviews,. (2016) Financial accounting theory and analysis, text and cases, Cram101 textbook reviews Du, W,. (2012) Informatics and management science I, Springer science Business media, United Kingdom Edwards, J,R,. (2014) Twentieth century accounting thinkers (RLE accounting), Routledge, United Kingdom Emerald group publishing limited., (2015) New perspectives in accounting ethics, Emerald group publishing, United Kingdom Griff, M,. (2014) Professional accounting essays and assignments, Lulu Press, United States Idowu, S, O Louche, C,. (2011) Theory and practice of corporate social responsibility, Springer science Business media, Belgium Jones, S,. (2015) The routledge companion to financial accounting theory, Routledge, United Kingdom Mourik, C, V,. (2013) The Routledge companion to accounting, reporting and regulation, Routledge, United Kingdom Mourik, C, V,. (2013) The routledge companion to accounting, reporting and regulation, Routledge, United Kingdom Rao, P, M,. (2006) Accounting theory and standards, Deep and Deep publications, India Songini, L. Pistoni, A Herzig, C,. (2013) Accounting and control for sustainability, Emerald group publishing, United Kingdom Whittington, G,. (2007) Profitability, accounting theory and methodology: the selected essays of Geoffrey Whittington, Routledge, United Kingdom Wolk, H, I. Dodd, J, L Rozycki, J, J,. (2012) Accounting theory: conceptual issues in a political and economic environment, SAGE, USA

Meaning of the Color Red

Deism essays

Deism essays Discrimination, bias, prejudice, inequality, bigotry, partiality, favoritism, chauvinism, sexism, the previous list are all infraction of our inalienable rights. A major cause of all these: injustice. Prejudice is everywhere. Although injustice is decreasing, it will never come to an end. In 1775, France and England were on the brink of a revolution. The cause: injustice. The poor people were tired of being trampled on, they were sick of the upper class controlling them and treating them like property and peons. One man that was sick of the treatment, decided to retaliate. He killed a nobleman, and paid a huge price for what he did. They hung him over a lake and let the blood drain into the lake so that no poor people could get to his blood. It was a very cruel and unjust punishment. There was so much bitterness that it was only a matter of time before they had had enough. This time was reaching nearer and nearer. Dr. Alexander Manette was great man and good at heart. He had no problem either way, with the upper or lower classes. He minded his own business and lived only to help people. He was taken from his wife and young daughter unjustly without a trial. He was never told if his family was ok, or even alive. With no connection to the outside world, he became a very bitter man toward the people that had done this to him: The Evremondes. This was the family that all the people were revolting against. After ten years, Dr. Manette had finally come to the conclusion that he was going to die in this place. He went through so much pain and suffering that he went crazy. About eighteen years after Dr. Manette was put in jail, he was released, and taken to his daughter, Lucy, and his friend, Mr. Jarvis Lorry. His daughter took very good care of her father, and eventually he was able to do what he loved again: be a doctor. A man that also helped with her father was a man by the name of Charles Darnay. He ...

Cultural Differences in the Light of Marx's Class Theory Essay

Cultural Differences in the Light of Marx's Class Theory - Essay Example There is a large social inequality in each society. "Social inequality" means a condition in which members of a society have different amounts of wealth, prestige, or power. But the impact of social inequality may vary in different cultures - according to the main values of a certain society. In particular, in Western countries social values are the following: Also, either Western or Eastern society has a stable model of management, which is common and familiar for all its members. Thus, it is wrong to compare them on the main criteria "better-worse" or "fair - unfair". For instance, in the United States, the problem of the large gap between executives' and workers' salaries really exists, but there are many options of career growth so that one is able to change jobs and to make a rapid career in several companies. On the other hand, in Eastern countries, admission to the company means admission to a family or a community - for almost the whole life long. In such 'family' everyone is to participate in company problems solving and is to share corporative responsibility. The western world is dynamic, and it is not considered embarrassing to leave a job for another place with more suitable salary and conditions, while according to the Eastern moral values, leaving the ‘family’ means betraying it. Personal growth of an employee is quite slow, as the differential between managers’ and workers’ salaries are not so large.  

Prepare a report presenting the advantages of adopting a project Essay

Prepare a report presenting the advantages of adopting a project management approach for the planning and control of a hotel refurbishment project - Essay Example lties, regardless of the scope of the refurbishment project, adopting a project management approach can streamline the renovation activities and ensure that all aspects of the project are coordinated from a management perspective. This report highlights the advantages of adopting the project management approach during the hotel refurbishment activity. During the refurbishment efforts, the needs of the stakeholders must be considered to ensure that the hotel still maintains competitive advantage (especially in terms of satisfying customers). Additionally, the entire refurbishment process requires the administrative efforts of a single individual (or a single group of leaders) who maintain responsibility for the entire project. Creating this type of hierarchical leadership scenario within the project will ensure that all members involved in the refurbishment process are accountable for the individual responsibilities and have a singular point-of-contact to report on their activities or communicate problems with the process in order to avoid miscommunication or project failures which are over-looked. Drescoll (2008) suggests that preliminary planning for the project is most crucial in the project management phases, by clearly establishing which stakeholders will be actively involved in the refurbishment process and the specific capacity of their individual or group responsibilities. The author suggests that an appropriate project management approach requires the project leader, prior to the actual start of the project, contact various departments and stakeholders to discuss the most appropriate channels of communication (Drescoll). These channels may include distribution of mobile devices for instant communication of project failures, internet and other online mediums, or any other method of communication which can provide instant opportunity for resolution or assistance in the face of problems. It appears that this aspect of project management maintains a

Business advantages for mobile apps Research Paper - 1

Business advantages for mobile apps - Research Paper Example The members of a business organization at various horizontals and verticals can stay focused, up-to-date and organized for all business operations. An overwhelming advantage is the cutting edge marketing procedure offered by the mobile applications. The launching of mobile applications is easier and faster than loading of a mobile website. The interference of mobile phones in the professional lives of people helps in reducing time for marketing products and services. The target customers can be reached through their mobile smart phones through promotional messages even when they cannot access their emails. The mobile applications are applications that are run through the internet and are intended to run on mobile smart phones and other mobile devices. The customized mobile applications developed by the business house allow the company to manifold its performance. The increased flexibility and performance is a key advantage of mobile application technology (Mallick, 2003, 196). Mobiles phones are personal devices and each person has a unique experience of accessing the mobile applications. Services like geo-location services, video footage and audio recordings for advertisements, news applications and various features attracts the interest of the customers to install the applications in their mobile devices (McClure et al, 2012, p. 10). The internet services that were previously available only on the desktops or laptops have now arrived on mobile phones. There are three distinct advantages identified with the use of mobile applications; these are â€Å"speed, volume of information, an d advertising† (Walters, 2012). Speed is of prime importance in today’s society. In our daily rat race most of us cannot afford to spend the amount of time staring at the computer while it boots up and gets ready for an internet session. Students, working people and others mostly access the internet these days on mobile phones. The mobile applications do not

Full Range Of Leadership Model Management Essay

Full Range Of Leadership Model Management Essay As indicated in chapter one, this research attempts to fill a void in the discussion of how managers leadership styles influence employees to stimulate their creative performance in public organizations, particularly in developing countries where environmental variables or national contexts have a strong impact on leadership styles. Since the study aims to determine the degree to which Omani civil service managers practise the Full Range of Leadership styles to enhance employees creative performance, three interrelated issues need to be addressed to meet these aims: 1) historical evolution of theories of leadership emphasized in the Full Range of Leadership model; 2) historical development of creativity theories focusing on an individual creativity model; and 3) the interrelationships between the issues 1 and 2. In this way, the three fields of the literature above together constitute a framework which will inform the analysis of this study. Therefore, the chapter is structured into these main areas of interest. In the first part, the chapter examines the leadership concept and its historical evolution theories. It concentrates on the Full Range of Leadership model and its components as a new leadership approach. In part two the chapter reveals the evolution of the creativity concept. It highlights individual cr eativity theories and discusses employees creative performance. In the third part, the chapter demonstrates the relationship between transformational and transactional leadership and employees creative performance. Finally, the chapter illustrates the studys analytical framework. 2.2 Part One: The Historical Evolution of Leadership 2.2.1 Overview of the Leadership Concept The leadership phenomenon is recognized as being the most extensively researched social process known to behavioural science, because it is believed that leadership plays a crucial role in organizations through a direct influence on individuals and groups within those organizations (Yukl, 2008). Leadership is a difficult concept to define. Taylor (1994) argued that the literature has shown no one definition, list of descriptors, or theoretical model that provides a complete picture of either the theory or practice of leadership. Further, Yukl (2008) suggested that despite the fact that many definitions have been offered, no one particular definition captures the essence of leadership. Bass (1999) claimed that the definition of leadership should depend on the purposes to be served by the definition. According to Burns (1978), leadership is identified as the ability to inspire followers to attempt to accomplish goals that represent the values, motivations, wants, needs, aspirations, and expectations of both leaders and followers. Additionally, Schein (1992) referred to leadership as the ability to operate outside of the existing culture to start an evolutionary change processes. Other scholars such as Bass and Bass (2008) attempted to describe leadership in broader terms. They mentioned that the definition of leadership involves a number of assumptions and understandings from both empirical and conceptual sources. Leadership: (a) exists within social relationships and serves social ends; (b) involves purpose and direction; (c) is an influence process; (d) is a function; and (e) is contextual and contingent. Therefore, leadership involves those who work with others to provide direction and who exert influence on persons and things in order to achieve the organizations goals. Leadership is also defined in terms of a process of social influence, whereby a leader influences members of a group towards a goal (Bryman, 1992). In his definition Bryman tends to emphasize three main elements of leadership: influence, group, and goal. Northouse (2012) extended Brymans leadership elements and identifies four main components central to the definition of leadership: (a) leadership is a process; (b) leadership involves influence; (c) leadership occurs in groups; and (d) leadership involves common goals. Therefore, referring to leadership as a process it is not a trait or characteristics that reside in the leader. It means that a leader affects, and is affected by followers. It emphasizes that leadership is an interactive event occurring between the leaders and their followers. Therefore, leadership is concerned with how the leader affects followers, and thus involves influence. Obviously, those definitions want to illustrate that without influences, leadership does not exist. Besides, Northouse (2012) pointed out that leadership is a phenomenon that occurs in groups. Groups are the context in which leadership takes place. Thus, leadership is basically about one individual who influences a group of others to accomplish common goals. Therefore, both leaders and followers are involved together in the leadership process. That is why it is common to say that leaders need followers, and followers need leaders. In fact, it is a transactional event that occurs between the leader and the followers. Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship (Bryman, 1992). Briefly, after a careful revision of the enormous variety of conceptualisations of leadership available in the literature, the crucial elements of leadership are best represented in Northouses definition (2012:6), where leadership is defined as a process whereby an individual motivates a group of individuals to achieve a common goal. This definition raises the following question: What are the leadership characteristics that enable an individual to influence others to unite for a common purpose? This question can best be answered by gaining a better understanding of the historical evolution of leadership and the theoretical paradigms in which leadership has been studied. With this in mind, the next sections will discuss the development of leadership theories, from the traditional leadership theories of the mid-1800s and leading to the more modern paradigm of transformational/transactional leadership theory. 2.2.2 Historical Evolution of Leadership Theories Since the early 1800s researchers have attempted to develop different research approaches to analyse the construct of leadership and its relationship with motivating others to greater productivity. The next section focuses on five of the main organizational leadership theories that have been developed over time. These theories are the great-man theory, the trait theory, the behavioural approach, the situational approach, and the integrative approach. 2.2.2.1 Great-Man Theory In the early nineteenth century, great-man theory was popular and focused on great leaders who helped to change and shape world events. Those great leaders or heroes were highly influential individuals due to their personal charisma, intelligence, or wisdom, and they utilized this power in a way that had a decisive historical impact. The theory assumes that leaders are born and not made. Thus, the capacity of the leader is inherent and there is not much you can do about it. The great-man theory believes that those great leaders possessed specific traits or characteristics that enabled them to stand out from others, to attract the necessary followers, to set direction, and to be strong leaders in their time. These theories evolved and were the natural forerunners to trait theory (Bass and Bass, 2008, and Kirkpatrick and Locke, 1991). 2.2.2.2 The Trait Approach The trait approach focuses upon personal qualities of leadership. This approach is based on the assumption that leaders can be identified by specific traits or characteristics. Basically, there are three broad types of trait which have been addressed by the literature: first, physical elements, such as height, weight, appearance, and age; second, ability characteristics, such as intelligence, scholarship and knowledge, knowing how to get things done, and fluency of speech; and third, other personality features, such as self-confidence, inter-personal sensitivity, and emotional control (Yukl, 2008). Hundreds of trait studies were carried out during the 1930s and 1940s, but according to Stogdill (1974) the massive research effort failed to find any traits that would guarantee leadership success. Smith and Peterson (1988) suggest that the failure of the trait approach has been attributed to the following reasons: first, providing only a list of traits and skills found to be productive did not help in understanding leadership; second, the trait approach failed to tell what these leaders actually do in performing their day-to-day leadership tasks; and third, the method of measurement used by researchers for this approach did not include psychological scaling. Obviously, over the years, it has been documented that leader traits contribute significantly to the prediction of leader effectiveness, leader emergence, and leader advancement. However, there is still a lack of agreement among researchers regarding leader traits and attributes (Zaccaro et al., 2004). Realizing the unreliability of trait theory, researchers began to focus on the observable leadership behaviours, an area which came to be known as behavioural leadership theory. 2.2.2.3 The Behavioural Approach The behavioural approach started in the 1950s as researchers became discouraged with the trait approach and started to pay closer attention to what leaders actually do. Yukl (2008) provides details of two major research studies that were conducted by researchers from Ohio State University and the University of Michigan using two lines of research methods developed to study leader behaviour. The method used by Ohio State University utilized observations to investigate how leaders spend their time completing the activities, responsibilities, and functions of the job. Researchers, therefore, collected data from direct observation, diaries, job description questionnaires, and interviews. The other method of research used by the University of Michigan focused on perceptions of effective leadership behaviour. In conformity with Horn-Turpin (2009) and Yukl (2008), from a series of studies which have been conducted at Ohio State University, it was concluded that the major dimensions of leaders behaviour involved two factors: consideration and initiation. Consideration refers to the extent to which the leader shows consideration to followers. This means the leader listens to the members, shows concern for their welfare, is friendly and approachable, expresses appreciation for good work, treats subordinates as equals, increases subordinates work and maintains their self-esteem, reduces inter-personal conflict, and puts subordinates suggestions into operation. On the other hand, initiation refers to task-related behaviour, such as initiating activity in the group, organizing it, coordinating tasks, and defining the problem for the group and outlining the way the work is to be done. The initiation of structure includes such leadership behaviour as planning activities, facilitating goal achievem ents, providing feedback for the group, maintaining standards and meeting deadlines, deciding in detail what should be done, and how establishing clear channels of communication, organizing work tightly, structuring the work context, providing a clear-cut definition of role responsibility. Based on Yukl (1989), the University of Michigan study identified two specific leadership behaviours that corresponded to the two behaviours identified in the Ohio State University study: (1) production oriented; and (2) employee oriented. Production-oriented behaviours, which corresponded to the initiation behaviour in the Ohio State study, involved completion of tasks, while employee-oriented behaviours corresponded to the consideration-based behaviour in the Ohio State study. Leaders who demonstrated the employee-oriented behaviour also exhibited human-relation-oriented skills and relationships with their employees. Actually, these studies supported the notion that effective leaders had to be cognizant of both task and relationship orientation. Additionally, these studies suggested that some organizations may need leaders who are more focused on tasks, while others require a leadership perspective with strong human-relations skills. Despite the significant findings from both studies, Bryman (1992) mentioned four problems that had been identified with the behavioural approach. The first was inconsistent findings that is, the magnitude and direction of the correlations between consideration and initiating styles and various outcome measures were highly variable. Also, some correlations failed to reach statistical significance. Secondly, an absence of situational analysis. Behavioural approach studies failed to include in their research situational variables that are, including variables which moderate the relationship between leader behaviour and various outcomes. Thirdly, there was a measurement problem: for example, the consideration measure seemed to be affected by leniency effect. Ratings of leaders were found to be contaminated by subordinates implicit theory. Finally, there was a problem of causality that is, does the style of leader influence various outcomes, or does the leader adjust his/her style in re sponse to group performance? Thus, some research went further to suggest that different situations may require different leadership styles and approaches. This concept led to a major shift to contingency theory. 2.2.2.4 The Contingency Approach The fourth leadership approach is Fiedlers (1967) contingency theory or the contingency approach. The theory was developed in the 1950s and 1960s and was viewed as a complement to the Michigan and Ohio State studies. It focuses upon the impact of the situation in determining the leaders style. According to Fiedler (1967) as cited by Yukl (2008), leadership performance depends on both the organization and the leader. He suggested that situational variables have a moderate effect on the relationship between leadership style and effectiveness. Fiedler mentioned that leadership performance depends as much on the organization as it does on the leaders own attributes. Evidently, the contingency approach emphasizes the importance of contextual factors that might influence the leadership process. The characteristics of followers, the nature of the work that the leaders unit performs, the organization type, and the external environment are all major situational variables. The theory suggests that the effectiveness of leader behaviour is dependent upon the situation. Indeed, the contingency approach is sometimes referred to as the situational theory (Yukl, 2008). Northouse (2012) argued that the contingency approach is like the behavioural approach and has many problems similar to those identified in the behavioural approach, such as inconsistent findings, causality problems, and measurement problems. Further, the theory has also been criticized as being an ambiguous approach. Thus, the integrative approach appeared as an attempt to integrate all these theories in one. 2.2.2.5 The Integrative Approach The integrative approach involves studying more than one type of leadership variable. Indeed, few theories or studies include traits, behaviour, influence processes, situation variables, and outcomes all in the same design (Northouse, 2012). In fact, as leaders engage in the constantly changing environment and demands of others, Yukl (2008) argued that this approach may offer a meaningful analysis of the practical day-to-day situations that leaders might encounter. He emphasized that leaders influence a number of situations. Leaders impact the effectiveness of a group or organization by influencing the: (a) interpretation of external events by members; (b) choice of objectives and strategies to pursue; (c) motivation of members to achieve the objectives; (d) mutual trust and cooperation of members; (e) organization and coordination of work activities; (f) allocation of resources to activities and objectives; (g) development of member skills and confidence; (h) learning and sharing of new knowledge by members; (i) enlistment of support and cooperation from outsiders; (j) design of formal structure, programme, and systems; and (k) shared beliefs and values of members. All of these situations are important and require that a leader effectively recognizes the situation and employs the appropriate leadership strategies. Over time, the academic focus has moved from leadership traits to leadership behaviours and then to using different leadership styles in various situations; however, it was obvious that because of the limitations found in those leadership theories, a new leadership approach needed to emerge. Problems such as inconsistent findings, measurement problems, and the problem of causality led to general doubt about leadership theory and stimulated fresh thinking, which led to a new approach (Bennett, 2009). 2.2.3 The New Leadership Approach: The Full Range of Leadership Model Leadership theories had focused primarily on making operations more efficient, through looking for ways to increase production and improve operations. Bass (1985) emphasized that in leadership theories, employee motivation was considered not the key; but only the vehicle. Vrooms expectancy theory (1982) demonstrates that motivation influences job performance and employees are motivated by receiving rewards and avoiding punishment. Thus, employees tied their level of effort to their expected outcome. They were transaction driven. In conformity with Bass (1985), transactional leaders understood the needs of their employees and how to meet those needs in exchange for the appropriate level of effort. However, researchers saw situations where individuals were led by visionary and charismatic leaders who helped their organizations achieve more than was believed possible (Bass, 1985; House, 1977; and Bryman, 1992). Hence, those findings helped lay the foundation for transformational and tra nsactional leadership theory, which later extended to the Full Range of Leadership theory. The theory of transformational and transactional leadership began to develop in the 1970s and 1980s. Downton (1973) introduced the term transformational leadership, followed by Burns (1978), who focused on transformational and transactional leadership in the political field. In fact, they opened a new chapter in leadership research. From that time the transformational leadership approach become one of the most popular approaches to leadership that has successfully attracted researchers since the early 1980s. According to Lowe and Gardner (2000), research in transformational leadership was found to cover one third of the all leadership research, and it occupies a central place in leadership studies. As cited by Pearce et al., (2003), the literature confirms that Downton (1973) is the first researcher to make a distinction between transactional and transformational leadership, whereas the idea gained more attention in James McGregor Burns published work (1978) on political leaders. Burns distinguished between ordinary (transactional) leaders, who exchanged tangible rewards for employees work and loyalty, and extraordinary (transformational) leaders, who engaged with employees, focused on higher-order intrinsic needs, and raised consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved (Barnett et al., 2001; Pearce et al., 2003; Gellis, 2001; Rafferty and Griffin, 2004; and Judge and Piccolo, 2004). Actually, Burns defined transformational and transactional leadership styles as opposites, whereas Bernard Bass added to these concepts but also believed that managers could demonstrate both depending on the situation (Bass, 1985). Furthermore, Bass et al. (1987) and Waldman et al. (1990) noted that transformational leadership was an extension of transactional leadership. Later, Bass introduced the augmentation model, where he argued that transformational leadership augments transactional leadership in predicting levels of individuals performances (Bass and Riggio, 2006). It is obvious, then, that much of the research on transformational leadership today goes back to the original works of Burns and Bass. Indeed, many researchers state that the most elaborate exposition of transformational leadership theory, which was later extended to the Full Range of Leadership theory, belongs to Bernard Bass (for example, Bryman, 1992; Simic, 1998; Zhang, 2011; and Si and Wei, 2012). Bernard Bass applied the work of James McGregor Burns (1978) on transformational and transactional leadership to organizational management. Bass (1999) defined the transactional leader as a leader who: (1) recognizes what his or her employees want to get from their work and tries to see that employees get what they desire if their performance warrants it; (2) exchanges rewards and promises of rewards for appropriate levels of effort; and (3) responds to the self-interests of employees as long as they are getting the job done. On the other hand, Bass and Bass (2008) claimed that transformational leaders motivate subordinates to do more than is expected. They characterized transformational leaders as those who: (1) raise the level of awareness of employees about the importance of achieving valued outcomes, a vision, and the required strategy; (2) get employees to transcend their own self-interest for the sake of the group and organization; and (3) expand employees portfolio of needs by raising their awareness to improve themselves and what they are attempting to accomplish. Horn-Turpin (2009) outlines three important differences between the work of Burns (1978) and Bass (1999) on transformational and transactional leadership. Firstly, Burns (1978) suggested that the two styles of leadership are at opposite ends of the same leadership continuum: that is, the leader cannot be transactional and transformational at the same time, but could be either one of them, while Bass (1999) proposed that both transactional and transformational leadership can be displayed by the same leader. For example, Bass (1999) recognized that the same leader may use both types of the process at different times in different situations. Bass (1999) sees transformational leadership as a higher-order second leadership which is needed in addition to transactional leadership. Secondly, Burns (1978) suggested that actions are transformational if society benefits from them. Bass (1999) sees transformational leadership as not necessarily inherently beneficial; for example, Hitler was negatively transformational. Bass (1999) focuses on the individual personality while Burns (1978) placed emphasis on the leader-follower relationship. Thirdly, Bass (1999) outlined the components of the two types of leadership, specifying their content more than Burns (1978). Based on practical researches, Bass (1985) found evidence for five leadership factors: individualized consideration, charismatic leadership, intellectual stimulation, contingent rewards, and management-by-exception. Transformational leadership consisted of the first three: charismatic leadership, individualized consideration, and intellectual stimulation. Transactional leadership consisted of the last two factors: contingent rewards and management-by-exception. After additional investigation between approximately 1985 and 1995 the theory was expanded to denote three types of leadership behaviour transformational, transactional, and non-transactional laissez-faire leadership or passive leadership and it is referred to in the Full Range of Leadership model (Antonakis, 2003, and Bennett, 2009). Moreover, researchers conducted a meta-analysis of multiple studies which provided a review of hundreds of studies completed over the past twenty years indicate that indicate there has been fairly consistent support for the key factors of transformational leadership: charisma/idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (for example, Lowe et al., 1996; DeGroot et al., 2000; Dumdum et al., 2002; and Judge and Piccolo, 2004). Investigation into the Full Range of Leadership theory expanded the components into nine factors: five transformational factors, three transactional factors, and one non-tran sactional leadership factor (for example: Avolio et al., 1999; Avolio and Bass, 2004; Barbuto, 2005; Rowold and Heinitz, 2007). Another modification to the model occurred with regard to its components. Antonakis et al. (2003) suggested using idealized influence instead of charisma and suggested that idealized influence should be separated into two parts: attributes and behaviour. Further, Avolio and Bass (2004) noted that management-by-exception should be divided into two parts: active and passive. Later, studies suggested using the term passive/avoidant instead of laissez-faire as the third leadership type in the Full Range of Leadership theory because it was more descriptive. Also, it was proposed that management-by-exception (active) was a better fit with transactional leadership, and management-by-exception (passive) was a better fit with laissez-faire as two subscales under the third type of leadership, now identified as passive/avoidant (Avolio and Bass, 2004; Avolio et al., 1999; Geyer and Steyrer, 1998; Bennett, 2009 and Den Hartog et al., 2011; and). The Full Range of Leadership model is displayed in Figure 2.1. As illustrated in Figure 2.1, the Full Range of Leadership model components are organized around two axes: level of activity and degree of effectiveness. The activity axis is concerned with how active or passive the leader is in his or her way of being towards employees and towards the aims of the organization. Essentially this axis has to do with the leaders level of engagement and involvement in the leadership process. The effectiveness axis relates to the effect the specific leadership style has on employee, group, and organizational outcomes in this study the outcome being investigated is employees creative performance. Figure 2.1: The Model of the Full Range of Leadership. Source: Adopted from Bass and Riggio (2006). ACTIVE EFFECTIVE INEFFECTIVE 5 Is CR MBE-A MBE-P LF PASSIVE 2.2.3.1 Transformational Leadership The Full Range of Leadership theory demonstrates that transformational leadership is a process whereby a leader utilizes a number of leadership behaviours or practices to influence the commitment and effort of employees toward the accomplishment of organizational objectives. Those practices, indeed, enhance the values and aspirations of both leader and employees (Bass and Riggio, 2006). Unlike other traditional leadership styles, transformational leadership attempts to give adequate support to organizational members so that they become highly engaged and inspired by goals that are motivational, because those goals are associated with values in which those members strongly believe or are persuaded to strongly believe. Thus, a transformational leader undertakes a matching process where he or she identifies which internal states of organizational members are critical to their performance and specifies a set of leaders practices most likely to have a positive influence on those internal states (Leithwood and Sun, 2012). Bennis and Nanus (1985) went beyond that by conceptualizing transformational leadership as a process that changes the organization by focusing on action, and by converting followers into leaders and leaders into agents of change. This notion is also supported by Sergiovanni (1990) and Avolio (1999), who argued that transformational leadership might be defined as the process whereby leaders develop followers into leaders. Followers become leaders when they are committed to a cause and are self-managing. For the purpose of this study, transformational leadership is defined in conformity with Bass and Riggio (2006), as a process through which a leader influences the organizational members toward the achievement of organizational goals by utilizing his social charisma and actions to encourage people in organization, articulate an inspiring vision for the future, create an environment for creativity, and pay close attention to individuals needs and wants. 2.2.3.2 Components of Transformational Leadership According to Bass and Avolio (1985), transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. They behave in ways to achieve superior results by employing one or more of the four core components of transformational leadership, which are: (1) idealized influence (attributed and behaviours); (2) inspirational motivation; (3) intellectual stimulation; and (4) individual consideration. To some extent Bass and Riggio (2006) stated that those components have evolved, as refinements have been made in both the conceptualization and the measurement of transformational leadership. For example, Bass and Riggio (2006) argued that there are two aspects to idealized influence: the leaders behaviours, and the elements that are attributed to the leader by employees and other associates. These two aspects, measured by separate sub-factors of the Multifactor Leadership Questionnaire (MLQ), represent the interactional nature of id ealized influence: it is embodied both in the leaders behaviour and in attributions that are made concerning the leader by employees. Conceptually, transformational leaders are charismatic and employees seek to identify with the leader and emulate them. Transformational leaders inspire employees with challenge and persuasion, and provide both meaning and understanding. They intellectually stimulate and expand the employees use of their own abilities. Finally, transformational leaders are individually considerate, and provide the employees with support, mentoring, and coaching. Each of these components can be measured with the Multifactor Leadership Questionnaire (MLQ), which will be discussed in the Methodology Chapter. Together, the five main dimensions of transformational leadership are interdependent; they must co-exist; and they are believed to represent the most effective leadership attitudes and behaviours (Gellis, 2001; Moolenaar et al., 2010; Hall et al., 2008; Pieterse, et al., 2010 and Leithwood and Sun 2012). Descriptions of the components of transformational leadership are presented in the following subsections. 2.2.3.2.1 Idealized Influence Attributed (IIA) Idealized influence attributed is defined as the socialized charisma of the leader: whether the leader is perceived as being confident and powerful, and whether the leader is viewed as focusing on higher-order ideals and ethics. Leaders who exhibit idealized influence attributed are providing a role model that employees seek to emulate (Bono and Judge, 2004; Simic, 1998; Stone, et al., 2003 and Ho et al., 2009). On the other side, employees view their leaders as having extraordinary capabilities, persistence, and determination, and they feel admiration, loyalty, and respect for the leaders (Bass, 1985). Idealized influence leaders or charismatic leaders are highly motivated to influence their employees. Their employees trust their judgments and have faith in them. Such leaders can transform the established order, and instil pride, faith, and respect. They have a gift for seeing what is really important and a sense of a vision which is effectively articulated (Avolio and Bass, 1988). Further, it has been noted that individuals who are under charismatic leadership are hig