Process-Flow Analysis Term Paper Example | Topics and Well Written Essays - 750 words

Process-Flow Analysis - Term Paper Example The Advanced Products Department (APD), which produces the specialty goods, has reformulated its corporate policy. In the early years, this company has built up and manufactured Echo Weather Satellites, which were launched into space. Three major diversified divisions of this company are: the material division, electrical goods, and advanced goods division. This study consists of company overview, SWOT analysis conclusion and recommendation regarding the company. Company Overview: Shipper Manufacturing Company has commenced its business in 1984 as a small organization, manufacturing bare copper wire in Missouri and Sikeston. With only a small number of workers the company started to market goods to electrical distributors in the area of Midwest. From this small beginning, they have developed as a large scale copper wire producer, offering a wide range of wire and cable merchandise to wholesale electrical dispensers across the nation. Nowadays, they also produce laminated equipment an d specialty products such as connectors’ conduits etc. Shipper Manufacturing Company holds a â€Å"Voice of the Consumer Exercise† where interval and external consumer expectations and needs are brainstormed, communicated. Thereby, they make endeavors to guarantee consumer satisfaction and integrate client specifications into the merchandise engineering procedure by doing a â€Å"House of Quality Exercise†. Shipper manufacturing business possesses a manual scheme in its procedures that adds the human ingredient. Frequently, this human ingredient entails mix up or incompetence by causing delays in the manufacturing process as a result of operator mistake and negligence. â€Å"Companies that previously made decisions based on the likelihood that enough defense business would be available to justify ongoing investment in plants, equipment, technology and skilled personnel face the prospect of little or no business. Loss of a single competition could drive a compan y out of a line of business entirely or prompt it to leave the defense sector† (Blakey, 2011, p. 4). SWOT Analysis: Identifying the Strengths and Weaknesses before tackling the Opportunities and Threats is the best method to approach the analysis. The more dominant the Strengths and Opportunities the better they can both be seen as the better achievement of this company. The purpose is to be in a position where it can decide a plan for the future to improve their overall performance. Strengths: Present financial position is quite stable. Availability of skilled labor force. Most recent machinery installed Own properties Outstanding transport links Non-threatening/little competition Weaknesses: Producers take indirect ways to reach their warehouses. The lack of feasible alternative routes when normal routes are blocked during manufacture. Stock problems Opportunities: Advancing globalization More flexible tax regimes Increasingly mobile workforce â€Å"New corporate strategies and processes are required to deal with an industry which is being reshaped through market consolidation and shifts in the balance of world trade† (Opportunities and Challenges for the Shipping Industries, 2007, para. 1). Threats: A high level of financial expansion would normally lead to high demand for manufacturing raw materials, which in turn will increase exports and imports. The shipper manufacturi

Does it matter whether or not firms pay dividends Why Essay - 1

Does it matter whether or not firms pay dividends Why - Essay Example Therefore, managers should make dividend payouts very consciously regarding the increase of dividend payouts. If they make any wrong decision regarding revised dividend payout, then they have to cancel the increase in dividend in a special announcement to the shareholders. This is substantial impact of change in dividend payout in stock price of companies as well as perceived value and goodwill of a firm. This is one of the most important and debated topic of behavioural finance. Dividend payout also signals the confidence of the companies, which directly affect the stock price. But the main fact that needs to be analysed is that whether dividend payment matters to the companies or not. This topic receives ample of arguments from investors, financial analysts etc. Three different types of views have been found over the argument on this topic. People, who are on the right site of this argument, claim that higher dividend payout generally makes the shareholders and investors better off . At the same time the people who are on the left side on this argument, believe that higher dividend payout may reduce the firm value in future. The people in the middle of the road of this argument say that change in dividend policy does not affect the firm’s value (Brealey, Myers and Allen, 2011, p.35). Irrelevance of dividend policy This topic of whether dividend payment matters the firms had sparked much debate by the financial analysts and the investors. Some individual investors argued that there is no positive or negative relationship between dividend payment and firm’s value. One of the most important theories related to this financial argument was Miller and Modigliani theory which is referred as MM theory of dividend signalling. These two researchers had published their... According to the MM hypothesis, market value of a company determines the market value of assets that the company has and cash flow of the company. Therefore, if total payout increases then shareholders have to fill up gap and generally it can be made up by issuing new shares. However, if the company wants to unchanged the dividend payout then dividend payout will decrease as no of issued share increases. Therefore, the shareholders can repurchase shares to get the same money back as dividend. In this way, it can be said that increasing dividend payment may reduce shareholders’ gain. Before the publication of MM theories, people who are in the right side of this argument believed that higher dividend leads to increase in firm value as well as shareholders’ payoffs. These people prefer to invest only those companies that pay higher dividend because they think there are some natural calamities in the stocks of higher dividend payouts. Shareholders are more cautious in thei r investments and they generally prefer profitable as well as safe investment in terms of the large multinational companies.

The Effects Of Transformational Leadership Education Essay

The Effects Of Transformational Leadership Education Essay In recent years, educational leaders have been voicing concerns about higher burnout rates among special education teachers as compared with teachers in general education (Fore, Martin, Bender, 2002). Many factors contribute to burnout in special education. Increased teaching workloads, shrinking school budgets, increasing demands for accountability, and disruptive students are often blamed (Byrne, 1994; Fore et al., 2002). The recession that took place in the United States in 2007 has significantly exacerbated these issues. Teachers, including special educators, must cope with the issues that come from difficult economic times. As budget tightens, teachers have to face layoffs or are being forced to take pay cuts and unpaid furlough days (Oliff Johnson, 2010). They have to worry about providing for themselves and also putting in the time and effort to promote a conductive learning environment for their students. This makes them stressful and reduces their morale to teach to the be st of their capabilities (Reeves, 2010). Furthermore, special education teachers are asked to do more with less than before this includes rising teacher pupil ratios (Center for Public Education, 2010). In special education, this means teachers have to teach students with a broader range of disabilities and grade levels. Moreover, teachers are unable to use as many of the same resources that they used before, and the school supplies, materials, and other resources that have previously been given are slowly being taken back (Center for Public Education, 2010). With the end of the federal stimulus funds that helped prevent severe education cuts, many school districts will face a more stressful budget shortfall in the next few years (Husch, Banton, Cummings, Mazer, Sigritz, 2010). All these problems can make special educators more vulnerable to burnout. Burnout has been defined as a syndrome of emotional exhaustion, depersonalization, and a reduced sense of personal accomplishment (Leiter Maslach, 1988, p. 297). Emotional exhaustion refers to the feelings of being drained or used up by the clients (Maslach Jackson, 1981). Emotional exhaustion also is identified as feelings of strain, particularly chronic fatigue resulting from overtaxing work (Hakanen, Bakker, Schaufeli, 2006, p. 498). Teachers who have experienced this sense of emotional exhaustion report feeling dread at the thought of having to put in another day on the job and often put distance between themselves and coworkers and students (Schwab, Jackson, Schuler, 1986, p. 15). This distancing of oneself from the students is the second aspect of burnout, depersonalization (Schwab et al., 1986). Leiter and Maslach (1988) defined depersonalization as developing an unfeeling and callous response toward clients. Depersonalization is also referred to as cynicism, indifferent, or a distant attitude toward work in general and the people with whom one works (Hakanen et al., 2006). The third aspect of burnout is reduced personal accomplishment (Leiter Maslach, 1988). Workers tend to have a negative appraisal of themselves as well as their work with clients (Maslach Jackson, 1981). Teachers who suffer from burnout are unable to function effectively in their jobs, unable to give much of themselves to students, and frequently exhibit negative, cynical, and callous attitudes toward their jobs (Byrne, 1993). A number of studies have shown that teacher burnout may lower student achievement. Teachers who experience job burnout are more likely to criticize students, which in turn reduce students self-efficacy, motivation to learn, completeness of understanding, and creativity (Huberman Vandenberghe, 1999; Maslach Leiter, 1999). Researchers found teachers who experience burnout have reduced motivation, impaired performance, and higher rates for leaving the teachi ng profession (Byrne, 1993; Fore et al., 2002; Schwab et al., 1986). The vital role that supervisors play in affecting teachers propensity towards burnout was observed in research (Russell, Altmaier, Van Velzen, 1987; Sarros Sarros, 1992; Zabel Zabel, 2001). Supportive supervisors are likely to provide positive feedback concerning supervisees skills and abilities, which may make them less vulnerable to burnout. Russell et al. (1987) reported teachers who felt support and received positive feedback from supervisors were less vulnerable to burnout. Zabel and Zabel (2001) showed special education teachers were less likely to experience burnout when they receive more support from administrators, peers, and parents. According to Sarros and Sarros (1992), the importance of supervisor and principal support cannot be underestimated as a critical resource for addressing teacher burnout. Rose (1998) found that incidence of burnout can be reduced by high-quality leader-member exchange relationships. Positive contact with supportive supervisors is also a strong deterrent to the factors that lead to burnout. According to Leiter and Maslach (1988), unpleasant contacts with supervisors were associated with all three aspects of burnout. Their research showed that stressful interactions with supervisors lead to emotional exhaustion that causes depersonalization, which in turn leads to diminished feelings of personal accomplishment. However, little research has focused on the relationship between transformational leadership style of supervisors and burnout dimensions, and the empirical evidence is inconclusive. One possible reason for the inconclusive evidence is that previous literature overlooks a psychological mechanism that may be a powerful mediator to account for the relationship. In addition, very few studies have investigated the effect of transformational leadership style of supervisors on burnout among special education teachers. The purpose of this paper was to fill the gap by examining the relationship between transformational leadership style of supervisors and teacher burnout in special education while accounting for the mediating role of teachers calling. Literature Review Transformational Leadership and Job Burnout Transformational leadership. Transformational leadership theory is central to understanding the relationship between transformational leadership style of supervisors and the levels of burnout among special education teachers in this study. According to Fry (2003), transformational leadership is an intrinsically based motivational process whereby leaders engage followers to create a connection that raises the level effort and moral aspiration in both (p. 702). Northouse (2004) proposed transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower (p. 170). Transformational leaders inspire followers to achieve positive outcomes by giving meaning to their work and understanding their personal needs (Boerner, Eisenbeiss, Griesser, 2007). The transformational leadership theory identifies four behaviors such as inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration that motivate followers intrinsically to give their best efforts and change their attitudes toward their work (Bass, 1999). Bass described idealized influence as shown by leaders whose behaviors can serve as an example to be emulated by followers and encourage followers to perform their best (Bass, Avolio, Jung, Berson, 2003). Furthermore, transformational leaders provide one with a sense of making a difference through service to others by emphasizing the importance of purpose, commitment, and the ethical consequences of decisions. Such leaders are admired as role models; they generate pride, loyalty, confidence, and alignment around a shared purpose (Bass, 1997, p. 133). Bass (1997) described that inspirational motivation is displayed by leaders who articulate an appealing vision of the future, challenge followers with high standards, talk optimistically and with enthusiasm, and provide encouragement and meaning for what needs to be done (p. 133). In doing so, transformational leaders lift up the efforts and work morale of their followers through enhancing the sense of calling, which in turn help improve individual productivities and organizational outcomes. Transformational leaders empower their followers by developing them into high involvement individuals (Bass, 1999, p. 9) and followers will transcend their own self-interests for the good of the organization (Bass, 1985, p. 15). Individualized consideration is described as leaders [who] deal with others as individuals; consider their individual needs, abilities and aspirations; listen attentively; further their development; advise; teach; and coach (Bass, 1997, p. 133). Transformational leaders pay attention to followers needs and support and coach their growth through individualized consideration. The leaders can help followers analyze their work-related problems and seek possible solutions. As a consequence, the transformational leadership helps prevent the feeling of being strained (i.e., emotional exhaustion) or distancing themselves from coworkers and students (i.e., depersonalization), and increase the assessment of their personal accomplishment. Intellectual stimulation is demonstrated when leaders [who] question old assumptions, traditions, and beliefs; stimulate in others new perspectives and ways of doing things; and encourage the expression of ideas and reasons (Bass, 1997, p. 133). Transformational leaders stimulate followers to be innovative and creative in approaching old situations in new ways through intellectual stimulation (Bass et al., 2003). This transformational behavior lessens the burnout symptoms such as cynicism and negativism and a tendency to be rigid, and inflexible in thinking (Freudenberger, 1977). These four transformational leadership behaviors can ease followers the feelings of emotional depletion and loss of motivation and commitment. Transformational leadership and burnout. Research is mixed on the relationship between leadership styles and burnout. Seltzer, Numerof, and Bass (1989) showed that transformational leadership style helped reduce burnout, while management-by-exception leadership did the opposite in a sample of employed MBA students. Corrigan, Diwan, Campion, and Rashid (2002) found that transformational leadership had a negative relationship with burnout among mental health professionals. However, Stordeur, Dhoore, and Vandenbergh (2001) contended that transformational leadership and contingent reward had no relationship with emotional exhaustion among hospital nursing staff. Hetland, Sandal, and Johnsen (2007) found that transformational leadership was not related to emotional exhaustion, and transactional leadership had no relationship with any of the three dimensions of burnout. Existing literature indicated a need for further study of the mechanism through which transformational leadership had an impact on burnout, particularly in the school setting (Gill, Flaschner, Shachar, 2006; Griffith, 2004; Hetland et al., 2007). Calling and Burnout Calling. Calling, as defined by Fry (2003) is the experience of transcendence or how one makes a difference through service to others and, in doing so, derives meaning and purpose in life (p. 703). Fry posits that calling is a critical part of workplace spiritual well-being that provides one a sense of making a difference and therefore that ones life has meaning (p. 714). Followers who experience a sense of calling are more committed to their organization and more productive in their workplace. Markow and Klenke (2005) defined calling as work performed out of a strong sense of inner direction (p. 12). Calling is often described as something that pertains to careers that an individual sees as promoting the greater good or being meaningful to society (Duffy Sedlacek, 2007). Baumeister (1991) discussed the job-career-calling concept in Meanings of Life. Baumeister stated that those who view work as a job perform tasks solely to obtain things that they want. He also stated that this att itude is often prevalent among lower classes, who tend to be people with less education. In contrast, a person with a calling feels compelled to perform a kind of work, whether it is from a higher calling (as is often stated in association with religion) or a calling to meet a societal need (for example, higher military enlistment rates after Pearl Harbor). A calling might also come from an individuals inner sense of having a special talent or gift. A calling satisfies the need for being valuable to others and society. A calling engenders a great deal of personal meaning, linking a vocation and an individuals value base. According to Bellah, Madsen, Sullivan, Swidler, and Tipton (2008), a calling is when work becomes inseparable from the individuals life and character. The person works for the fulfillment that doing the work brings to the individual. A calling links a person to the larger community, and the person is making a contribution to the entire community. In Fry, Nisiewicz, Vitucci, and Cedillo (2007) study, calling can be enhanced by giving employees recognition can do this, along with giving them a sense of worth through service and a positive attitude (p. 20). Transformational leadership and calling. Transformational leadership is a motivation-based theory of how to move the organization toward its desired future. Transformational leaders motivate followers by raising their levels of consciousness about the importance of goals (Northouse, 2004). The most important role that the transformational leader plays is to paint a vision of a desired future state and communicate it in a way that causes followers to believe and have faith in the vision of organizational transformation to make the pain of change worth the effort (Fry, 2003, p. 702). A literature review revealed that the vision exhibited by spiritual leaders is predictive of ones sense of calling (Fry, 2003; Fry et al., 2007; Fry, Vitucci, Cedillo, 2005; Malone Fry, 2003). Fry (2003) suggested creating a compelling vision that has a broad appeal to key stakeholders, defines the destination and journey, reflects high ideals, encourages hope/faith, and establishes a standard of excellence provides followers with a sense of calling that motivates them to believe that they make a difference to other people (p. 695). A transformational leader who also possesses these qualities develops a vision and communicates it effectively through exemplary leadership behaviors such as idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation to their followers. Consequently, followers have hope and derive meaning and purpose in their experiences. For example, Fry (2003) explained that the vision displayed by a spiritual leader incl udes establishing a standard of excellence which builds followers confidence and trust in leaders. As mentioned earlier, this behavior is a characteristic of idealized influence. Transformational leadership moves followers beyond immediate self-interests to a shared vision and mission in the organization through idealized influence. The vision also vividly portray a journey that, when undertaken, will give me a sense of calling, of ones life having meaning and making a difference (Fry, 2003, p. 718). This quality is a characteristic of inspirational motivation that awakens intrinsic motivation of followers (Boerner et al., 2007). According to Bass (1999), followers under transformational leaders are generally more self-assured and find more meaning in their work. Consequently, teachers will find personal meaning in their work or feel called to their work. Coladarci (1992) posited that teaching is viewed as a profession with high initial commitment and is a calling for many entering the profession. Teachers who find personal meaning in their work or feel called to their work have a deep commitment to their profession (Hakanen et al., 2006). The great value they find in teaching and the feeling that they are helping others and working toward the greater good of society may reduce the feelings of strain and distancing of themselves from the students (i.e., depersonalization), and raise the evaluations of their personal accomplishment. Fry proposed a causal framework that the followers sense of calling is predictive of the organizational outcomes, such as commitment and productivity. Based on the theory of calling, the present study hypothesizes that teachers who have a high level of calling will experience low emotional exhaustion and depersonalization, and high personal accomplishment. Mediating effect of calling. Though existing literature indicated a direct effect of transformational leadership on levels of burnout, this study proposes that the linkage between transformational leadership and burnout may be indirect, or intervened by the sense of calling. According to Fry (2003), the followers sense of calling mediated the relationship between the vision exhibited by a spiritual leader and the organizational outcomes, such as commitment and productivity. Fry et al. (2005) examined a newly formed Apache Longbow helicopter attack squadron and found strong empirical evidence that calling is a mediator between the qualities of spiritual leadership and organizational outcomes, such as loyalty and productivity. Followers who have a higher sense of calling are more committed to their organizations and more productive. Malone and Fry (2003) conducted a longitudinal field study of elemental schools and found that spiritual leadership had a significant impact on organizatio nal commitment and unit productivity mediated by the sense of calling. In Markow and Klenkes (2005) study, calling mediates the relationship between personal meaning and organizational commitment. Fry et al.s (2007) study of a municipal government revealed that ones sense of calling is a mediator of the relationship between the vision of a leader and organizational commitment and productivity. Fry, Hannah, Noel, and Walumbwa (2011) found that organizational commitment and unit performance were fully mediated by the sense of calling by studying a sample of cadets at the United States Military Academy. Therefore, this study hypothesizes that transformational leaders exert their effects on job burnout among special educators through the sense of calling. Given that teaching is a field where many express a sense of calling, the extent that calling accounts for the relation between transformational leadership and burnout among special educators needs to be explored. One of the most powerful influences that transformational leaders have on followers is to create a compelling vision that provides one with a sense of calling through service to others, and therefore find meaning and purpose in life. Transformational leadership fosters a positive work attitude and provides followers with a sense of meaning in their work, which in turn boosts their intrinsic motivation and energy and enables them to perform their best. Control Variables and Burnout Studies on demographic variables, i.e., gender, age, and race, and their relation to burnout have shown differing outcomes. Maslach (1982) stated that women tended to experience more emotional exhaustion, yet men are more likely to exhibit depersonalization behaviors. Brewer and McMahan (2004) also reported that women were more prone to job stress and burnout than men. However, Maslach and Jackson (1981) reported no relationship between gender and burnout. Several studies have associated burnout with age, with burnout usually affecting the younger employees (Brewer McMahan, 2004; Maslach Jackson, 1981; Russell et al., 1987). No findings have supported a difference in burnout among ethnic groups (Brewer McMahan, 2004; Maslach, 1982). In Kilgore and Griffins (1998) study, they found less experienced special educators had more burnout. Method Hypotheses Based on the above discussion, the following hypotheses were formulated for testing the mediating effect of calling on the relationship between transformational leadership and burnout of special educators: H1: Transformational leadership is negatively related to emotional exhaustion and depersonalization, and is positively related to personal accomplishment among special educators. H10: Transformational leadership is not negatively related to emotional exhaustion and depersonalization, and is not positively related to personal accomplishment among special educators. H2: Transformational leadership is positively related to the calling. H20: Transformational leadership is not positively related to the calling. H3: Calling is negatively related to special educators emotional exhaustion and depersonalization, and is positively related to personal accomplishment. H30: Calling is not negatively related to special educators emotional exhaustion and depersonalization, and is not positively related to personal accomplishment. H4: Calling mediates the relationship between transformational leadership and each of the three dimensions of burnout. H40: Calling does not mediate the relationship between transformational leadership and any of the three dimensions of burnout. Participants and Data Collection The sample in the study consisted of special education teachers who exclusively teach special education students in Maryland non-public and public separate day schools in Anne Arundel County. Separate day schools refer to those that enroll students between six and 21 years old who spend greater than 50% of the school day in a separate day facility that does not serve students without disabilities (Maryland State Department of Education, 2010). These schools are primarily self-contained facilities, not residential facilities.  The subjects were recruited through the MANSEF (Maryland Association of Nonpublic Special Education Facilities) network of non-public private special education schools as well as public separate day schools in Anne Arundel County. This population of teachers works with students with disabilities that preclude them from receiving education services in regular education classrooms within public schools. Initial contact was made through the MANSEF director and th e Director of Special Education of Anne Arundel County. Further contact was made with the educational directors of these schools to discuss the proposed study. The directors were informed of all of the information that would be required of the teachers (e.g., signature on Informed Consent, a short demographic questionnaire, the Maslach Burnout Inventory for Teachers, the Multifactor Leadership Questionnaire, and the Calling Scale). Once the directors agreed to have the study conducted in their schools, the survey packets were disseminated to the directors for distribution to the teachers. Each packet had a cover letter that provides an introduction of the research project and invites teachers to participate in the study. Teachers were asked to sign the Informed Consent prior to their participation of the study. Stamped addressed envelopes were provided in each packet for teachers to return their completed surveys. Teachers who declined to participate or partially complete the survey s were not included in the study. Each of the surveys was distributed and collected in the same manner to ensure consistency in data collection. According to Gall, Gall, and Borg (2003), consistency in data collection procedures is essential for reliability. It was estimated that it would take approximately twenty minutes to complete these three measurements and the short demographic questionnaire. To ensure confidentiality, all questionnaires were completed anonymously, and only a coding number rather than a name was used to designate each respondent. No other personal identification information such as social security numbers, telephone numbers, and addresses were solicited on these questionnaires. All survey forms were locked up in a safe place. The size of the population was estimated at 700 non-public special educators in MANSEF schools and an additional 100 special educators in Anne Arundel County separate day schools. That makes the total estimated population of 800 special educators. Although all of the directors granted permission for the survey to be administered in her or his school, actual teacher participation was voluntary. As a result, a total of 256 teachers from 35 MANSEF schools (n = 250) and two Anne Arundel County separate day schools (n = 6) returned their completed surveys anonymously, which yielded a 32% response rate of the estimated population. Measurements Maslach burnout inventory for teachers. The construct of teacher burnout was measured by the Maslach Burnout Inventory for Teachers (MBI Form Ed: Maslach, Jackson, Schwab, 1986). The MBI consists of 22 statements regarding attitudes and feelings about work (Maslach Jackson, 1981). There are nine items relating to emotional exhaustion, five items relating to depersonalization, and eight items relating to personal accomplishment (Maslach Jackson, 1981). The participants responded to the statements based on a 7-point frequency scale (0 = never, 6 = every day). Examples of statements included in the survey include I feel emotionally drained from work and I feel very energetic (Maslach et al., 1986). The MBI produces three areas of scores: emotional exhaustion, depersonalization, and personal accomplishment (Leiter Maslach, 1988). As discussed earlier, these factors have been identified as major indicators of burnout and the MBI has been used extensively in studies examining burnout ( Byrne, 1993; Fore et al., 2002; Gill et al., 2006; Hakanen et al., 2006; Leiter Maslach, 1988; van Dick Wagner, 2001). Maslach and Jackson (1981) reported that the reliability of the subscales range from .71 to .90 using Cronbachs coefficient alpha. The test-retest reliability ranges from .53 to .89 (Maslach Jackson, 1981). Multifactor leadership questionnaire. The construct of transformational leadership was measured by the Multifactor Leadership Questionnaire (MLQ Form 5X-Short) developed by Avolio, Bass, and Jung (1999). The subordinates rated their leaders on 45 leadership items on a 5-point frequency scale (0 = never, 4 = frequently if not always). The MLQ is comprised of nine subscales, which assess a full range of leadership styles such as transformational, transactional, and laissez-faire leaderships. Although measured, the constructs of transactional and laissez-faire leadership behaviors were not included in the regression analyses as the preliminary analysis did not show a correlation between these two leadership styles and job burnout. According to de Vaus (2001), a correlation between two variables is a pre-requisite for establishing a causal relationship (p. 179). The five subscales used to identify transformational leadership style are: (1) idealized attributes, (2) idealized behaviors, (3) inspirational motivation, (4) intellectual stimulation, and (5) individualized consideration (Bass et al., 2003). For the subscale idealized attributes, an example item is (my supervisor) goes beyond self-interest for the good of the group. An example item pertaining to the subscale idealized behaviors is (my supervisor) specifies the importance of having a strong sense of purpose. An example item that measures the subscale inspirational motivation is (my supervisor) articulates a compelling vision of the future. The subscale intellectual stimulation includes items such as (my supervisor) seeks differing perspectives when solving problems. An example item for the individualized considerations subscale is (my supervisor) spends time teaching and coaching. The supervisor received a score on each of the five subscales, and together, those allowed for describi ng how frequently he or she engaged in transformational leadership behaviors. For example, high scoring supervisors displayed transformational leadership behaviors more frequently than those low scorers. Bass and Avolio (2000) reported reliabilities of the subscales ranging from .74 to .91 based on Cronbachs coefficient alpha. Calling. The construct of calling was measured by the Calling Scale developed by Markow and Klenke (2005) based on Baumeisters (1991) work. Respondents provided ratings on twelve items that assess three subscales such as job, calling, and career on a seven point Likert scale (1 = not at all, 7 = a great deal). As discussed earlier, the major purpose of this study is to examine the mediating role of teachers calling on the relationship between transformational leadership and job burnout, therefore, only the calling subscale was included in the analysis. The subscale of calling was measured by six items, such as I feel that I must do the work I do it is part of who I am and the work that I do expresses truths and values that I believe are important (Markow Klenke, 2005). Markow and Klenke reported that the scale demonstrated an internal consistency reliability of .88. Control variables. Teachers were asked to fill out a short demographic questionnaire. It included items asking about gender, age, and years in teaching. There was also a question asking whether the teacher was a public or non-public employee. Based on the research, demographic variables do not have a consistent relationship with burnout. Data Analysis Data were analyzed using one SPSS file combining all instruments to examine the effects of transformational leadership and calling on job burnout among special education teachers. Descriptive statistics were produced to summarize the demographic data as well as survey measurements in this study. Pearson Product-Moment Coefficients were also computed to determine the correlation among study variables. To determine whether transformational leadership has an indirect effect mediated by calling on the various dimensions of teachers burnout, a mediation model was tested (Baron Kenny, 1986). A mediation model is to identify the mechanism through which an independent variable accounts for the variation of a dependent variable. To clarify the meaning of mediation, a path diagram was used to describe the relationship among independent variable, mediator, and dependent variable. Panels A and B in Figure 1 illustrated the designated paths of a direct effect and a total effect, where transformational leadership is the predictor variable, burnout is the outcome variable, calling is the mediating variable. a is the pathway from transformational leadership to calling, b is the pathway from calling to burnout, c (Panel A) is the direct effect of transformational leadership on burnout, controlling for the effect of the mediator, calling, and c (Panel B) is the total effect of transformational le adership, without controlling for the effect of the mediator. R2 was reported to measure the faction of the total variance explained by the model. To get over the overestimation problem of R2, adjusted R2 was also reported to measure the variability in the outcome that the model explains in the population rather than the sample (Tabachnick Fidell, 2007). This study conducted two methods to examine the extent to which calling accounts for the relationship between transformational leadership and burnout. First, this study followed the four-step procedure recommended by Baron and Kenny (1986) to assess the mediation hypothesis of calling. Second, this study performed a more statistically rigorous bootstrapping method to examine the mediating effect of calling on the relationship between transformational leadership and job burnout. Bootstrapping is a nonparametric approach to effect-size estimation and hypothesis testing that makes no assumptions about the shape of the distributions o

Scarlet Letter :: essays research papers

The Life Cycle of Zhou-zhuang Introduction This essay aims at presenting historical information and development background of Zhou-zhuang, judging which stage of development it is at and evaluating its future development trend. We applied Butler ¡Ã‚ ¯s Model of Life Cycle to evaluate Zhou-zhuang ¡Ã‚ ¯s current stage and future development. The essay will be developed into three parts. The first part will talk about Zhou-zhuang ¡Ã‚ ¯s exploration stage, the second part will be devoted to its development stage and the third part will be contributed to an evaluation on Zhou-zhuang ¡Ã‚ ¯s current stage in the life circle and its future development trend. Exploration Thanks to a famous painter Yifei Chen ¡Ã‚ ¯s canvas, The Memory of Hometown, Zhou-zhuang ¡Ã‚ ¯s Double Bridge in Misty Rain has been a famous image of Zhou-zhuang and gradually publicized this quiet village to the outside world since 1984. Zhou-zhuang, at that time, only had a population of 2000, most of which lived a life on planting rice. Their annual incomes seldom exceeded 800 Yuan. However, the development of Zhou-zhuang seems a little bit in the nature of things, because it goes very smoothly as well as speedily. Development In 1983, Wu Guanzhong, who was a very famous painter came to sketch in Zhou-zhuang, and he expressed his emotion: ¡Ã‚ °Huangshan Mountain concentrates the beauty of Chinese mountains and streams, while Zhou-zhuang concentrates the beauty of Chinese watery regions. ¡Ã‚ ± These words put great colors to Zhou Village ¡Ã‚ ¯s fame. In 1988, the first township tourism service company was established in Jiangsu province, and 38 sceneries of humanities in about 0.47 square kilometers have undertaken restoration and reconstruction. ¡Ã‚ °The ancient town trio of Zhou-zhuang ¡Ã‚ ±became one of the 16 hot itineraries which were promoted to international market. In 1989, Shen Hall opened to public, and Zhou-zhuang Tourism Service Company issued entrance tickets for the first time with a price of 0.6RMB. In the year of 1994, Zhou-zhuang developed to a wider extend, for Zhang Hall, Chengxu Taoist Temple, and Mi Building opened respectively. In the same year, the entrance tickets with images of Shen Hall, Zhang Hall, Chengxu Taoist Temple, and Mi Building printed on were published, and the price surged to 10RMB. From the year of 1995, the number of tourists to Zhou-zhuang increased rapidly every year with an annually rate of more than 30%. Meanwhile, the incomes of residents there, which benefit from tourism, also increased at the rate of more than 30% every year. In 1999, Zhou-zhuang received visitors about 1.25million both abroad and home; in 2000, the number was 1.

An enjoyable experience

My enjoyable experience is going to Alton towers with school, first of all we came in on the busses and by car in our own clothes then first we went to assembly and then on to registration. We got on the busses to go on our way to Alton towers the journey took about 2 and a half hours to get there when we got there we all got given a ticket too get in the we all went running of I was with Lindsey and Ella first we ran to oblivion it looked very scary but Mr Wynne persuaded me to go on it, oblivion is a ride at Alton towers that you go up a slight hill for about a minute and then when we got to the top, we went round a slight bent in the track and as soon as we got round the bend we thought we were just going to go and plummet but no we were hanging of the edge of the track for 3 seconds which felt like 10 minutes you can feel your heart pounding as you plummet 200 feet into a deep, dark underground hole. After that we found the ride air which on the ride you swoop, soar, dive and most people pretend to be superman you feel like you don't weigh a single pound. Then we went on the ride nemesis this ride is weird, takes you over rivers of blood and rock, the force will leave you breathless as you do the loop de loop. Then on the run again to rita the queen of speed, you might want to hold onto your eyeballs as you're catapulted at tremendous speed when the traffic lights turn green, the train goes from 0 to100 miles per hour in 2.5 seconds. You will come off tingling with excitement and your heart beating so fast. And off again on the run to ripsaw when you take your seat on the ride, no-one is safe from getting wet. The water rises and falls as you swing around in and out of the fountains and we got absolutely soaked. We also went on duel which is a haunted house and you have to shoot ghosts and ghools with a fake plastic gun while you are on a run away train. The flume was the last ride we went on before we had to get on the bus back to school, on the flume you should prepare to get wet, you climb into your bathtub which is like your boat, fly down drops and through waterfalls before finishing off in the power shower and you better watch out for the ducks.

Scientific Method Research

This hypothesis will require research proving or disproving the question of mental illness causing a person's chance of becoming homeless to increase. I will first locate an area with a high volume of homeless individuals, as this research will include all genders and races. The participants of this study will include individuals who has suffered from any type of mental illness or had to undergo any form of psychiatric treatment. The next step would be to collect actual information showing current homeless rates and if at all possible, records indicating mental illness.I will also collect information from local homeless shelters and single-room housing programs in order to determine the availability of resources to the homeless. Food banks or kitchens will also be a great research aid, as these institutions provide free meals at no charge to these individuals, and lastly, make an attempt to gather information from a face to face conversation with people who are actually living on the streets. This method would probably be the most difficult, but if there is a hot meal involved, a survey, or form of questionnaire can be administered prior to receiving a meal with minimal force used to complete.To maximize participation, incentives such as gift cards or even a free night stay at a local motel may suffice. After my critical data is collected, I will create individual files with information consisting of dates of contact, as well as all pertinent information collected via questionnaires or face to face interviews in order to form tables and spreadsheets, showing common traits shared amongst these homeless individuals, then generate a separate table showing personnel suffering from mental illness. It is at this point in which these findings will be compared and thoroughly analyzed.This information will be presented in charts or graphs to show certain similarities between all variables. Research findings should be accurate and valid, if not, a new hypothesis concerni ng the issue of homelessness will be generated and studied again. However, if findings are true, this information may become beneficial to local community activist who serve the homeless population, as well as the mentally ill, and may provide the mental health professionals a clearer understanding of the relationship between mental illness and homelessness.This may lead to the question, how money who is mentally incapacitated can learn to sustain a healthy career and provide a living for themselves, or a family without medical attention. Ultimately, this information can be used to improve local programs within the community, or even inform congressmen to take better action responding more appropriately to the needs of the homeless population who are mentally ill. References Campaign for Mental Healthcare [http://www. Calypsos. Org/publications/access/homelessness. HTML] Corporation for Supportive Housing [http://www. Cash. Org/index. CFML? Obfuscation=page. Vicarage;paged

Tivo 2008 Strategic management

Tivo 2008 Strategic management History and growth TiVo Company is an American corporation with a basic duty in the advertising and promotion services for its Tivo marked digital video recorder. TiVo mainly functions in the US and as well in New Zealand, Australia, Mexico, the UK, and Canada among other countries. Barton together with Ramsay established TiVo Inc. in 1997 as Teleworld Corporation. They were experts from digital video organisations.Advertising We will write a custom case study sample on Tivo 2008: Strategic management specifically for you for only $16.05 $11/page Learn More Teleworld started the initial free tests of the TiVo tool and provision in 1998. Subsequent to the presentation at Consumer Electronics Show in early 1999, Mike Ramsay declared to the corporation that the initial edition of the TiVo digital recorder could embark in 1999, in spite of an approximated four months of operation left to complete the tool. Teleworld Corporation was changed to TiVo Inc. before 20 00. TiVo Company had its initial public offering (IPO) in late 1999. The initial TiVo tool digitised and condensed analogue video from all bases. At the beginning of 2000, the TiVo Company joined hands with Thomson who was a producer as well as a newscaster with Sky Broadcasting to convey TiVo services in the United Kingdom. This joint venture brought about PVR10UK, which is a detached receiver that came into the market in late 2000. Before the close of 2000, the very first DirecTV receiver that incorporated TiVo DVR entered into the market, thus bringing about a novel gadget that was named DirecTiVo. This novel gadget hoarded digital signals received straight from DirectTV. Following reduced transactions, TiVo withdrew from the markets in the United Kingdom in early 2003. Formally, their production agreement ended; nevertheless, the withdrawal was more probably owing to the introduction of a DVR invention similar to the TiVo by Sky, which was the sole dispenser of TiVo in the Unite d Kingdom. The DVR invention started by Sky was given the name Sky+ and was intensely advertised to their clients. This product by Sky is up to now dominant in the United Kingdom and the market currently has more than 6 million customers. In mid 2004, TiVo filed a case against EchoStar Company for copyright violation. EchoStar Company was producing DVR components. In 2011, the two companies were able to reach a consensus where EchoStar gave TiVo Company a fee for employing its expertise.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In mid 2005, expert media director, Tom Rogers, was taken up as the CEO (Chief Executive Officer) and the chairman of TiVo Company. Tom, who was a member of the board of directors from 2003, succeeded Mike Ramsay (a co-founder of the company). In the course of the headship of Tom, TiVo was in a position to advance from a mere DVR producer into a full in-home televise, cable, as well as wideband media centre and a supporter of the conventional media industries with its novel promotion resolutions and TV capacity services. In 2006, the Tivo Company was the proud winner of an Emmy Award due to exceptional novelty and accomplishment in sophisticated media expertise. In late 2009, TiVo Company re-gained access in the United Kingdom markets through declaration of an association with a cable corporation in the country, Virgin Media. This association turned out to be the special supplier of Top Box software program in addition to consumer interface package for the next cohort TV platform for Virgin Media. In late 2010, there was a publicised affirmation by Virgin Media of the availability of their initial PVR operating TiVo software system, which is obtainable in even over 500GB designs. From 2012, Virgin Media boasts of more than 678,000 customers of TiVo in the United Kingdom markets (Hill and Jones 224). This aspect represents an increase of more than 243,000 when judged against the preceding quarter, equivalent to almost 20 per cent of the entire customer base of TVs by Virgin Media. In early 2010, Microsoft registered a case against TiVo Company for copyright violation. Nevertheless, the two corporations agreed to terminate the case in 2012. Internal Strengths and Weaknesses Strengths TiVo Company boasts of an incomparable reputation in addition to powerful brand name identification since even the expression â€Å"Tivoing† is now the applicable expression for DVR recording employed by clients despite the gadget being utilised. The TiVo interface is identified as the most customer-friendly and it encompasses the most developed attributes of the market in the present day. TiVo has established several licensing accords internally as well as externally with different corporations for the application of its expertise as well as services. TiVo has as well exclusive patents on its expertise and has curr ently managed to win significant legal wars initiated by its competitors (Hill and Jones 224).Advertising We will write a custom case study sample on Tivo 2008: Strategic management specifically for you for only $16.05 $11/page Learn More Moreover, TiVo has all it takes to take its services to Asia, the United States, and Europe since the international market is an unexploited one leaving room for new advancement. Since a lot of DVR disk drives are produced in Asia, a lot needs to be done in the quest to decrease transport as well as production costs in the markets in Asia. Additionally, TiVo Company will significantly gain from the acquirement of smaller competitors since it will boost its operations. Weaknesses The products and services of the TiVo Company have proved to be more costly when judged against those of its competitors. The competitors of TiVo Company now supply DVR without any cost for the initial year of subscription, and sometimes at very ch eap prices. The clients of TiVo Company are forced to buy a DVR and cater for a subscription charge for every month. The competitors of TiVo Company have a benefit since they can produce a gadget encompassing both the receiver and the coordination with low charges for the clients. This aspect has brought about a reduction of about two million subscriptions for the year 2012 as well as enormous losses in the annual financial statements. Court cases have as well had an impact on the profits of the company and have restricted new licensing accords with corporations that chose to wait for the results of the cases pertaining copyrights to prevent legal jumble. High-speed Internet in conjunction with new expertise has brought about optional grounds for clients to have an access to the media. Upcoming expertise has led to the upshot of new rivals generating additional difficulties in the operations of TiVo Company (Hill and Jones 226). Competitors keep on initiating new gadgets as well as software that greatly affects the sales of TiVo Company as well as its reputation as the leading company internationally. External environment surrounding TiVo The external surroundings of TiVo present different concerns that could have significant influences in the strategic inclination of the company. The external influences to the company are explained below.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Political/Legal With respect to the capacity to change the conveyed shows, there exists a lot of unresolved intellectual property. Moreover, there exist outstanding legal matters with the Internet, mostly with YouTube, presenting patented material devoid of the authorisation of the possessor (Hill and Jones 227). Copyright cases are presently proceeding in expertise with regard to copyright implementation and the way corporations are capable of disclosing them. In brief, the political as well as the legal environments around TiVo Company functions are normally in an instable mode and demands persistent checking and scrutinising. Economic The greater section of the globe is at a downturn thereby translating into minimal income to afford a lavishness gadget like a DVR. All the merchandise supplied by TiVo Company are classified as extravagance items since a DVR is not required to utilise or watch a TV, or have access to the materials in the Internet. As revealed, clients have to pay a minimum of 100 US dollars in the initial gadget and continue to pay a standard charge of 20 dollars for every month as the amount for subscription. When acquired via a cable supplier, the client is required to subscribe with about 3 dollars each month in addition to the price for acquiring the DVR. Even if the current economic estimates have affirmed that the economy of the United Kingdom is in a rising inclination, growth will be sluggish to average in the near future. Socio-cultural and Demographic The period of the rising population is approximately 45 years. In addition, this population is less technically knowledgeable when compared to cohorts below it. The largest user demographic of the merchandise of TiVo Company is aged between 25 and 45 years (Hill and Jones 228). TiVo particularly centres on those aged around 35 years when introducing new products and services. From the foundation of TiVo Company in 1999, the targeted population has turned out to be a very advanced exper tise user and has in turn compelled TiVo to raise the profundity and extent of expertise in their services and merchandise. Technological The application as well as comprehension of DVR is extensive all through the US and the United Kingdom. Some other nations are stuck in the introductory stages of the same. Expertise has made even the standard home setting computerised in a bid to imitate the necessary DVR practicality. In addition, the TV buy phase has shortened due to modernisations in expertise, kinds of offers, and quicker reductions in costs. The expertise presented in a separate TV component usually depicts practicality set in a computer (Hill and Jones 228). Porter’s Five Forces Influence of Buyers With the current availability of hardware and software, there has been swapping convenience for buyers. More suppliers of cable services offer the products and services like the ones offered by TiVo and at a better rate. This has generated severe rivalry. This has proved t hat buyers do not just go for high quality when it comes to better rates. Influence of suppliers Forward incorporation by manufacturers currently exists. There exists many suppliers in the marketplaces that are supplying hardware that is similar to the one offered by TiVo. Threats of entrants The ranges of operation of TiVo are two fold. These are namely: hardware and software operations. The enactment of the company on its copyrights has played a key role in keeping off the treats of new entrants with respect to hardware design and expertise. With regard to software, there are low capital demands thus making the threat of new entrant higher when judged against hardware. Nevertheless, TiVo has maintained its strength in the market and has retained a great market share. Threat of Substitutes The market has turned out to be very fragmented with competitors providing products that vary slightly with those of TiVo. Nevertheless, these products are taken to be similar by the buyers since they serve the same purpose. Force of competitive rivalry The saturation in the market has brought about high competition, which in return translates to reduced profits since suppliers demand cost effectiveness. The copyright lawsuits are sluggish and expensive ad has therefore led to creation of partnerships and alliances. Nevertheless, the expression â€Å"TiVo† has turned out to be changeable with DVR and thus the company has managed to retain competitive advantage. SWOT analysis The brand name for TiVo Company is internationally identified for excellence and novelty. Nevertheless, the setting of the industry has noticeably revolutionised in the recent past and the company encounters difficulties as it keeps on loosing clients, money, and market dominance. Fresh expertise has come up offering optional stages for accessing media through the Internet as well as competitors supplying products and services at extremely low prices comparing to the prices offered by TiVo Compan y (Hill and Jones 229-236). The SWOT analysis below underscores the strengths and weaknesses of TiVo Company and shows where to concentrate its precedence to guarantee financial achievement. Strengths Customer service Good brand image Product quality Versatile High client increase rates Joined forces with a lot of large reputable players for fast entry and growth in the United States and United Kingdom Several possible income streams Still capable of drawing fresh capital Weaknesses Financial support Monthly pricing plan Promotion Electronic trade High market development Market research statistics Replay is attracting most legal consideration Subsidised content Opportunities Distinctive attributes Interactivity Overdependence on partners Single suppliers for major product elements Threats DVD recorders imitate) Legal difficulties Legislative plan could limit opportunities Low barricades to entry (expertise is simple to ReplayTV Reputable players in long-established ma rkets are rooted and will execute defensive schemes to defend their market dominance (eroding traditional tactical fragment obstacles) UltimateTV VCR Numerous competitors – a lot of them are heavy weights Corporate-level strategy Currently, the vision of TiVo is â€Å"to be a leading provider of technology and services for advanced television solutions, including digital video recorders and in the future non-DVR set-top boxes and connected televisions.† Its mission is â€Å"to redefine home entertainment by providing consumers with an easy and intuitive way to record, watch, and control television and receive videos, pictures, and movies from cable, broadcast, and broadband sources.† With the varying customer tendencies, this statement is exceedingly constricted. In a bid to increase its information base and assist in changing its corporate-level strategy, TiVo Company should expand its mission and vision statements and increase the degree of skill of its board. The company has started pursuing this strategy by increasing its board members from 6 to 9. Additionally, the company is looking for and choosing board fellows from the software sector to assist in boosting its knowledge profoundly and make improvements. Board members that have prior experience are as well being hunted from hardware providers (such as Motorola) to help with incorporation (Hill and Jones 229). Moreover, it could be useful to hire a board member who has experience in promotion and particularly in the Asia Pacific area with knowledge in international growth into the upcoming markets. With TiVo Inc. starting the execution practice, the meetings of the board members will have to increase with greater frequency (for instance, after a fortnight) to undertake discussions in a bid to remain abreast of the execution progression and scrutinise competition more strongly. Visits being carried out by members of the board to various facilities and meeting workers in person will go a long way in enhancing a sense of worth and assurance all through the change and disruption period. Lastly, to generate a feeling of confidence, the company is seeking to augment its degree of transparency of management judgments and tactical trend. Business-level strategy For single-business companies like Tivo, their â€Å"business-level strategy is identical to corporate- level strategy† (Hill and Jones 216).The poor sales encountered by the company in 1999 became precious lesson to its promotion team. This encounter acted as the medium that generated the necessity for a novel communication approach by the company. Nevertheless, describing this novel promotion campaign was difficult, particularly subsequent to the response obtained concerning the products that illustrated issues like restricted responsiveness and difficult to communicate practicalities. The major objective of the novel promotion campaign is to choose a positioning policy that will quicken the acc eptance of TiVo and its products and services by customers (Hill and Jones 233). The promotion team could position the company as the excellent VCR that offers customers an exceptional television experience. The potential of the company surpasses the initiation of a novel product as it has the capacity to alter the routine of the way the people in the United Kingdom watch TV. As at this point, the company’s penetration has been tremendously restricted. Several customers do not know that it exists, and in this regard, the sales team is facing challenges in explaining the advantages of the products of the company. Furthermore, TiVo represented a fully new novel product that aimed at the enrichment of watching TV that was previously not in anybody’s list of priorities. In a bid to explain the benefits of TiVo’s products, the promotion team has taken into consideration application of dissimilar promotional sources for various reasons. Nevertheless, this move eradica tes the chances of delivering a constant message to every potential customer. In the absence of a constant message, there will be confusion amongst customers concerning what TiVo actually stands for. As TiVo advances, it is critical to enlarge its objectives past TV solutions to becoming the leading supplier of software expertise of optical media. This adjustment will translate into increases in customer consumption of media and assist in reflecting both a bigger market of potential as well as present customers (for instance, the ones who watch media just from computers in addition to other gadgets). In this regard, TiVo will permit for better understanding of TiVo’s increased dealings. For instance, TiVo offers the capacity to download pictures as well as other media into electronics. The present mission statement of TiVo fails to reveal such differentiation and is not extensive enough to include additional novelty. Any tactical aims referring to hardware or improvement ther eof will be erased and replaced with novel software invention (Hill and Jones 234). Finally, a proposed inclusion to the company’s business-level strategy could as well be to forge fresh tactical joint ventures. Tivo’s structure and management and the way they strengthen its strategy The value chain of the company recognises the unique mainstay effectiveness of sales and promotion, novelty, service, civilisation, and intellectual property protection. The critical roles of the value chain whether inward or outward logistics, in addition to roles are adequate. Nevertheless, the Department of Sales and Marketing (DSM) assumes the responsibility to form joint ventures and the effectiveness of the Marketing Department that are critical to TiVo. TiVo possesses a standard structure, by employing Broadcom as the only provider of the structure manager for the company’s DVR. TiVo does not presently have a lasting written provision accord with Broadcom. Additionally, the t wo lack a lasting provision accord with numerous other providers for major constituents in their value chain. In a bid to provide services associated with record administration, order accomplishment, and sales operations, Tivo relies fully on third parties (Hill and Jones 224). The failure to manage operations accurately in the company could bring about unwarranted risks to Tivo. The products of the company that have gained reputation include the original DVR provision with incomparable software, and their powerful image keeps on inspiring assurance in their merchandise. It is vital that promotion service keep on insisting on the company’s reputable icon. The support operations that are essential to TiVo include management, finance, and a powerful legal section that has been critical in defending the intellectual property of TiVo in the court cases. These court cases include the aforementioned one that TiVo had with EchoStar concerning patent infringement. The human resource management (HRM) of TiVo has been powerful in retaining a culture of novelty, upholding a research and development department that keeps on establishing additional attributes and practicality to the initial DVR expertise. A resource-anchored perspective of TiVo discloses concrete resources like sufficient money accounts and copyrights. The worker base of TiVo is strong, having a huge sum of experienced computer package experts as part of the personnel. The intangible assets of the company encompass a reputable brand name connected with recognition for excellence and service (Hill and Jones 234-236). TiVo bears a key organisational ability of a resilient kind, thus rejecting copyright violations while maintaining the support of every business operations. An assessment carried out in the company demonstrated that TiVo lacks a consistent competitive advantage. Nevertheless, with the termination of the court cases, TiVo will gradually attain a competitive advantage. Financial analysis R eturn on total assets (ROA) The ROA calculates the profit obtained on the deployment of assets. For TiVo, the ROA as at October 2006 is as follows: ROA= Net profit Total assets: ROA= $ 201,750 $ 28,244 ROA= 7 Liquidity Ratios The liquidity for TiVo is its capacity to satisfy short-term requirements. An asset is considered liquidity in case it can effortlessly be turned into cash. This case study looks into the current ratio for TiVo. Current ratio calculates the degree to which assets can be swiftly changed into cash to cover the claims of short-term creditors (Hill and Jones 227-232). Current ratio= Current assets Current liabilities: Current ratio= $117,427 $171,185 Current ratio= 1 Recommendations In a bid to retain a competitive advantage, get back market dominance, and expand its client base, TiVo has to establish new international markets, decrease expenditure on lawsuits, and obtain acquisition of smaller companies to boost its operations. TiVo must advance research and devel opment (RD) to maintain its international leadership status in software expertise, and create fresh internal ad external licensing accords for utilisation of its technology. TiVo should as well direct its corporate strategy on mainstay capability of software advancement to boost its technology TiVo should embark on promoting its brand and enlightening customers concerning the benefits of its products and services for additional development. In this regard, the company should hire trained personnel that can communicate in different languages to operate efficiently with organisations and clients across the globe. Responding to the inquiries of the clients using electronic mails and blogs could as well help in satisfying the requirements of customers. A decrease in the payment of the executives of the company is necessary as it could translate into decreased costs for the company’s products and services, which could lead to increased sales and thus motivate the employees in guar anteeing excellence. Hill, Charles, and Gareth Jones. Theory of strategic management with cases, Stamford: South-Western Cengage learning, 2009. Print.