Case
Learning Outcomes
By the end of this case study, students will:
• gain a better understanding of transformational leadership;
• better understand charismatic leadership;
• learn the four factors of transformational leadership as defined by Bass and Avolio (1994);
• gain a better understanding of Kouzes and Posner's (2012)five practices of exemplary leaders
and how they link to transformational leadership.
Introduction
Steve Jobs was an entrepreneur, visionary, businessman, CEO, father, husband, and inspiration
to millions of people. As a creative entrepreneur, his passion for perfection and ferocious drive
revolutionized six industries: personal computers, animated movies, music, phones, tablet computers,
and digital publishing (Isaacson, 2011). His brilliance in technology and design, and his attention to
detail, coupled with his often Jekyll and Hyde treatment of employees and associates make Steve Jobs
both a hero and villain for many of those who worked with him during his lifetime. The revolutionary
products he was credited with creating, the culture he established at Apple that remains to this day, and
the growth and profitability of the organizations he led would give credence to the belief that he was a
transformational leader. The stories of his harsh and often unfair treatment of certain employees
suggest that he was consistently not transformational, and that he instead used coercive power to
achieve goals.
Transformational Leadership and Charisma
Transformational leadership is extremely powerful and effective, but requires committed leaders with
the skills to create a deep sense of intrinsic motivation to achieve the shared vision and goals of the
leader and organization. Transformational leadership also takes time to achieve, usually many years.
According to Burns (1978), true transformational leadership creates a strong connection between a
leader’s and their follower’s values and vision. These common values and vision then create a strong
desire to achieve common goals. Leaders must also match their behavior to different follower styles to
ensure that each follower receives what is needed to create the intrinsic motivation required to
maximize their full potential and bring about true transformation.
According to Bass and Aviolio (1994) transformational leadership consists of four factors. Idealized
influence focuses on the emotional aspects of leadership and requires leaders to act as role models for
others. Inspirational motivation focuses on creating the intrinsic motivation needed to meet the
standards or expectations of the leader. Intellectual stimulation occurs when leaders allow and
encourage others to be creative and innovative. Individualized consideration focuses on leaders creating
a supportive environment for others and providing the coaching others need to fully actualize their
potential.
Kouzes and Posner (2012) define five practices .
This document analyzes the leadership of Steve Jobs, CEO of Apple Inc. It begins with an executive summary highlighting Jobs' powers of social influence according to social power theory and his traits of passion, focused communication, and innovation. It then provides terms of reference for the report before delving into a 3-section analysis of Jobs' leadership history, traits, and credibility. The analysis finds that Jobs is a credible and ethical leader who transformed Apple and consistently met high expectations through his visionary approach and ability to understand customer needs. However, the analysis is limited by a lack of direct communication with Jobs or his subordinates.
Steve Jobs was an iconic inventor and innovator known for his leadership at Apple. He dropped out of college but found inspiration in India that influenced his design sense. As CEO of Apple, he led the development of revolutionary products like the Apple II, Macintosh, iPod, iPhone and iPad through creative collaboration and an emphasis on simplicity. Jobs was also passionate about connecting creativity with technology to build innovative digital economies and knew the importance of thinking differently than competitors.
Steve Jobs was an iconic inventor and innovator known for his leadership at Apple. He dropped out of college but found inspiration in India that influenced his design sense. As CEO of Apple, he led the development of revolutionary products like the Apple II, Macintosh, iPod, iPhone and iPad through creative collaboration and thinking differently. His last words before death reflected a sense of transcendence. Experts evaluate whether Jobs exemplified Ignatian ideals of tinkering, thinking and finding beauty through technology.
Steve Jobs was a renowned American business magnate and industrial designer who was the co-founder, chairman, and CEO of Apple Inc. He demonstrated many qualities of a transformational leader through his innovative vision and passion for his work. Jobs encouraged creativity and innovation among his employees, pushing them to achieve more. Despite health issues, he remained deeply devoted to Apple and intensely focused on creating breakthrough products that transformed whole industries. Jobs' transformational leadership style and relentless drive for innovation left an immense and enduring legacy.
Steve Jobs is an example of a leader who is often associated with tran.docxStewartt0kJohnstonh
Steve Jobs is an example of a leader who is often associated with transformational leadership, in particular when it comes to his charismatic and inspirational qualities (e.g. Bryant, 2003;Bass and Riggio, 2005). A simple internet search on his name heralds a raft of articles describing him as 'iconic', 'visionary','genius', 'brilliant',' 'mythic', 'magical', 'charismatic', or 'authentic'. The NewYorkTimes argued that he 'led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age' (Madoff, 20II). Or as another newspapersays,'our lives are differentandmuchmore interestingwith thismanleadingus to theland of what'snext' ('A design, a dream', 2010). Jobs himself was driven to transform the world, as captured in this mantra: 'I want to put a ding in the universe' (Isaacson, 201I). Academics also attributed transformational powers to Jobs. Victor Vroom, a prominent professor at the Yale School of Management, said in 2010 that '[Jobs] is the supreme example of the transformational leader who stands for higher order values ... he has caused people to do things they might never have done before' ('A design, a dream', 2010). Religious language is often used when describing Jobs, some calling him a 'saviour' (Mishkin, 2009), or as one writer says, 'Jobs himself has been labeled a saint, a sinner, and now a saint again' ('A design, a dream', 2010). After Jobs's death in 201I, the Board of Directors of Apple issued a statement saying that 'The world is immeasurably better because of Steve', which may indeed be seen as 'leadership beyond expectations' (Bass, 1985). This was echoed in the media and the numerous blog posts that eulogised Steve's impact. US President Barack Obama said, 'Steve was among the greatest of American innovators - brave enough to think differently, bold enough to believe he could change the world, and talented enough to do it'. He goes on,' 'Steve was fond of saying that he lived every day like it was his last. Because he did, he transformed our lives, redefined entire industries, and achieved one of the rarest feats in human history: he changed the way each of us sees the world' (Gardner and Thornhill, 20II). Let's start with some of the language used in these quotes. The use of religious metaphors (the saviour, sinner, saint) illustrates our previous discussion about the strong religious dimension of transformational leadership (Continued) (Continued) that is rarely admitted by the scholars who research this concept. Yet Jobs is a perfect example of a corporate leader who was inspired by and fascinated with the charisma of cult leaders and spiritual gurus (he was a devoted follower of Zen Buddhism) and 'borrowed' charismatic traits from these leaders (Isaacson, 201I, p. 38). We notice the totalizing nature of the language and sentiments - Steve single-handedly changed not only several industries, but the universe (a bit like God?) and every person in it. Whilst we could deba.
Steve Jobs was the co-founder, chairman, and CEO of Apple Inc. He dropped out of college but went on to revolutionize multiple industries with his innovative products. Jobs was a visionary leader who focused on design and simplicity. He transformed Apple's fortunes and led the company to become the most valuable publicly traded company in the world by continually releasing groundbreaking products that people fell in love with. Jobs had an unconventional leadership style but was passionate about his vision and brought out the best in his employees to change the world through technology.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Rethinking Generation Gaps in the Workplace: Focus on Shared ValuesKip Michael Kelly
This white paper reviews emerging studies that suggest, while there are some tensions among the generations, the generation gap has been overly exaggerated in the popular press. In fact, the different generations may actually have more in common than previously thought. These studies will be used to highlight the values generations share in the workplace and provide guidance to HR and talent management professionals on how to improve organizational culture and communication by focusing on and leveraging these common traits.
This document analyzes the leadership of Steve Jobs, CEO of Apple Inc. It begins with an executive summary highlighting Jobs' powers of social influence according to social power theory and his traits of passion, focused communication, and innovation. It then provides terms of reference for the report before delving into a 3-section analysis of Jobs' leadership history, traits, and credibility. The analysis finds that Jobs is a credible and ethical leader who transformed Apple and consistently met high expectations through his visionary approach and ability to understand customer needs. However, the analysis is limited by a lack of direct communication with Jobs or his subordinates.
Steve Jobs was an iconic inventor and innovator known for his leadership at Apple. He dropped out of college but found inspiration in India that influenced his design sense. As CEO of Apple, he led the development of revolutionary products like the Apple II, Macintosh, iPod, iPhone and iPad through creative collaboration and an emphasis on simplicity. Jobs was also passionate about connecting creativity with technology to build innovative digital economies and knew the importance of thinking differently than competitors.
Steve Jobs was an iconic inventor and innovator known for his leadership at Apple. He dropped out of college but found inspiration in India that influenced his design sense. As CEO of Apple, he led the development of revolutionary products like the Apple II, Macintosh, iPod, iPhone and iPad through creative collaboration and thinking differently. His last words before death reflected a sense of transcendence. Experts evaluate whether Jobs exemplified Ignatian ideals of tinkering, thinking and finding beauty through technology.
Steve Jobs was a renowned American business magnate and industrial designer who was the co-founder, chairman, and CEO of Apple Inc. He demonstrated many qualities of a transformational leader through his innovative vision and passion for his work. Jobs encouraged creativity and innovation among his employees, pushing them to achieve more. Despite health issues, he remained deeply devoted to Apple and intensely focused on creating breakthrough products that transformed whole industries. Jobs' transformational leadership style and relentless drive for innovation left an immense and enduring legacy.
Steve Jobs is an example of a leader who is often associated with tran.docxStewartt0kJohnstonh
Steve Jobs is an example of a leader who is often associated with transformational leadership, in particular when it comes to his charismatic and inspirational qualities (e.g. Bryant, 2003;Bass and Riggio, 2005). A simple internet search on his name heralds a raft of articles describing him as 'iconic', 'visionary','genius', 'brilliant',' 'mythic', 'magical', 'charismatic', or 'authentic'. The NewYorkTimes argued that he 'led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age' (Madoff, 20II). Or as another newspapersays,'our lives are differentandmuchmore interestingwith thismanleadingus to theland of what'snext' ('A design, a dream', 2010). Jobs himself was driven to transform the world, as captured in this mantra: 'I want to put a ding in the universe' (Isaacson, 201I). Academics also attributed transformational powers to Jobs. Victor Vroom, a prominent professor at the Yale School of Management, said in 2010 that '[Jobs] is the supreme example of the transformational leader who stands for higher order values ... he has caused people to do things they might never have done before' ('A design, a dream', 2010). Religious language is often used when describing Jobs, some calling him a 'saviour' (Mishkin, 2009), or as one writer says, 'Jobs himself has been labeled a saint, a sinner, and now a saint again' ('A design, a dream', 2010). After Jobs's death in 201I, the Board of Directors of Apple issued a statement saying that 'The world is immeasurably better because of Steve', which may indeed be seen as 'leadership beyond expectations' (Bass, 1985). This was echoed in the media and the numerous blog posts that eulogised Steve's impact. US President Barack Obama said, 'Steve was among the greatest of American innovators - brave enough to think differently, bold enough to believe he could change the world, and talented enough to do it'. He goes on,' 'Steve was fond of saying that he lived every day like it was his last. Because he did, he transformed our lives, redefined entire industries, and achieved one of the rarest feats in human history: he changed the way each of us sees the world' (Gardner and Thornhill, 20II). Let's start with some of the language used in these quotes. The use of religious metaphors (the saviour, sinner, saint) illustrates our previous discussion about the strong religious dimension of transformational leadership (Continued) (Continued) that is rarely admitted by the scholars who research this concept. Yet Jobs is a perfect example of a corporate leader who was inspired by and fascinated with the charisma of cult leaders and spiritual gurus (he was a devoted follower of Zen Buddhism) and 'borrowed' charismatic traits from these leaders (Isaacson, 201I, p. 38). We notice the totalizing nature of the language and sentiments - Steve single-handedly changed not only several industries, but the universe (a bit like God?) and every person in it. Whilst we could deba.
Steve Jobs was the co-founder, chairman, and CEO of Apple Inc. He dropped out of college but went on to revolutionize multiple industries with his innovative products. Jobs was a visionary leader who focused on design and simplicity. He transformed Apple's fortunes and led the company to become the most valuable publicly traded company in the world by continually releasing groundbreaking products that people fell in love with. Jobs had an unconventional leadership style but was passionate about his vision and brought out the best in his employees to change the world through technology.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Rethinking Generation Gaps in the Workplace: Focus on Shared ValuesKip Michael Kelly
This white paper reviews emerging studies that suggest, while there are some tensions among the generations, the generation gap has been overly exaggerated in the popular press. In fact, the different generations may actually have more in common than previously thought. These studies will be used to highlight the values generations share in the workplace and provide guidance to HR and talent management professionals on how to improve organizational culture and communication by focusing on and leveraging these common traits.
Walter Isaacson interviewed over 100 people close to Steve Jobs to write a biography on his life and career. Jobs revolutionized six industries through his work at Apple co-founding the company, Pixar, and NeXT. He was a creative visionary who demanded perfection and had an intense passion for the products he helped create. Though his personality was intense and demanding, he built companies where technology and imagination came together to produce innovative products that were closely linked to his own personality. The biography provides insight into Jobs' turbulent life and career as an entrepreneur through the eyes of those who knew him best.
Steve Jobs displayed several personality traits that contributed to his success as a leader. He had high self-confidence which allowed him to make difficult decisions and stand by them. As an extrovert, he was outgoing and willing to confront others to show his leadership. Jobs also had a high level of energy and passion for his work, often working 90-hour weeks. He was intelligent and able to quickly solve problems. Jobs took responsibility for outcomes as an internal locus of control and worked to achieve his ambitious goals. However, he could also be egoistic and lacked empathy, yelling at employees. Overall, both positive traits like self-confidence and negative traits influenced Jobs' leadership style.
Essay on steve jobs life | Essay, Essay writing tips, Steve jobs. The Final Essay by Steve Jobs « StratLab Marketing Regina. Steve Jobs Speech Essay Grade: A+ - Essay 5: Steve Jobs Speech .... The Story of Steve Jobs: An Inspiration or a Cautionary.
Transformational leader examples
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Steve Jobs
is an example of a leader who is often associated with transformational leadership, in particular when it comes to his charismatic and inspirational qualities (e.g. Bryant, 2003; Bass and Riggio, 2005). A simple internet search on his name heralds a raft of articles describing him as ‘iconic’, ‘visionary’, ‘genius’, ‘brilliant’, ‘mythic’, ‘magical’, ‘charismatic’, or ‘authentic’. The New York Times argued that he ‘led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age’ (Madoff, 2011). Jobs himself was driven to transform the world, as captured in this mantra: ‘I want to put a ding in the universe’ (Isaacson, 2011). Academics also attributed transformational powers to Jobs. Victor Vroom, a prominent professor at the Yale School of Management, said in 2010 that ‘[Jobs] is the supreme example of the transformational leader who stands for higher order values … he has caused people to do things they might never have done before’ (‘A design, a dream’, 2010). Religious language is often used when describing Jobs, some calling him a ‘savior’ (Mishkin, 2009), or as one writer says, ‘Jobs himself has been labeled a saint, a sinner, and now a saint again’ (‘A design, a dream’, 2010). After Jobs’s death in 2011, the Board of Directors of Apple issued a statement saying that ‘The world is immeasurably better because of Steve’, which may indeed be seen as ‘leadership beyond expectations’ (Bass, 1985).
Jobs is a perfect example of a corporate leader who was inspired by and fascinated with the charisma of cult leaders and spiritual gurus (he was a devoted follower of Zen Buddhism) and ‘borrowed’ charismatic traits from these leaders (Isaacson, 2011, p. 38). We notice the totalizing nature of the language and sentiments – Steve single-handedly changed not only several industries, but the universe (a bit like God?) and every person in it. This highly romanticized image of Jobs (which perhaps says more about the needs, desires and anxieties of those constructing this image than Jobs himself) has recently been called into question.
While some may celebrate Jobs’s ability to make people ‘do things they might never have done before’, this cannot solely be read in a positive light. Jobs was known for his ‘reality distortion field’ or, in other words, he tended to willfully
deny reality, to completely ignore certain truths or facts.
He then used this to ‘con people into believing his vision’. He ‘hypnotized’ people to do ‘the impossible because you didn’t realize it was impossible’ (p. 119). He transformed ‘reality’ and ‘truth’ to get people to perform beyond their expectations. Jobs’s role as a leader links to the dysfunctional or destructive side of charismatic leadership. Workers describe how they worked beyond their expectations out of fear. Jobs was known to have moments where he was aggressive and belittling in his trea ...
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Essays On Hockey. My Chosen Sport is Hockey - PHDessay.comCristina Araujo
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This document provides a biography of Steve Jobs, co-founder of Apple Inc. It discusses that he was born in 1955 in San Francisco and dropped out of college in 1972. It describes how he co-founded Apple Computer with Steve Wozniak in 1976 and helped develop the successful Apple II personal computer. It also discusses how he later co-founded Pixar Animation Studios and became CEO of Apple again in 1997 after it acquired NeXT, the company Jobs founded after leaving Apple in 1985.
He developed an interest in computers and engineering at a young age, inspired by his father's machinist job and love for electronics. Growing up south of Palo Alto, Jobs was bright beyond compare — his teachers wanted to skip him ahead several grades to high school, which his parents declined. In high school, Jobs met his future partner, Steve Wozniak, whom he bonded with over their love for electronics and computer chips.
Steve Jobs was born in 1955 and adopted by Paul and Clara Jobs. He dropped out of college but co-founded Apple Inc. with Steve Wozniak in 1976. As CEO, Jobs led the development of the Apple I, Apple II, Macintosh, iMac, iPod, iPhone and iPad. He was ousted from Apple in 1985 but returned as CEO in 1996. Under his leadership, Apple achieved massive success and profits. Jobs resigned as CEO in 2011 due to health reasons and passed away later that year. He demonstrated visionary, charismatic and transformational leadership throughout his career.
Steve Jobs is a leader who influences his followers through his strong passion for work, even though he micro-manages them and yells frequently. He is able to capture the spirit of his followers and work towards a common goal. Jobs displays traits such as self-confidence, extraversion, high energy, and an internal locus of control that contribute to his leadership success. However, he lacks emotional intelligence and empathy for his employees. While these traits have made him an effective leader, Jobs would benefit from developing emotional intelligence to improve his leadership.
The document discusses how to analyze DNA matches from genealogy sites by examining the amount of shared DNA, comparing shared matches, and building a family tree to determine how matches may be related to help find new relatives. It provides steps for users to effectively utilize DNA matches and genealogy records to expand their family tree research. Close analysis of DNA matches can uncover new branches and distant cousins to further complete one's understanding of their family history.
The document discusses organizational culture through examples of several large companies. It describes the founders and key leaders of IBM, Olympus, Nokia, and Apple, noting how some leaders were able to change or reinvent the culture while others struggled. It questions whether organizational culture can explain why the same manager succeeds in one company but fails in another, and why some projects with strong business cases still collapse.
This PP is summary of the great book- Discover Your True North, by Bill George. Some examples of great leaders, their mentors, dealing with crisis, leaders are made rather than born, EQ vs IQ, crucibles, journey from I to We, type of leaders, principles, self-awareness, the power of the feedback, integrated life, money as a trap and loosing the compass are some of the most interesting chapters of the book presented here.
Concept Schools Turning Students Into LeadersGeorge Brymer
This document discusses turning students into leaders and the top 10 skills future leaders will need to possess. Some of the key skills discussed include: taking risks, failing and learning from mistakes, speaking multiple languages, sharing knowledge with others, and resolving conflicts. The overall message is that leadership skills can be developed in students by teaching them skills like risk-taking, learning from failures, collaboration, and resolving conflicts.
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
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Walter Isaacson interviewed over 100 people close to Steve Jobs to write a biography on his life and career. Jobs revolutionized six industries through his work at Apple co-founding the company, Pixar, and NeXT. He was a creative visionary who demanded perfection and had an intense passion for the products he helped create. Though his personality was intense and demanding, he built companies where technology and imagination came together to produce innovative products that were closely linked to his own personality. The biography provides insight into Jobs' turbulent life and career as an entrepreneur through the eyes of those who knew him best.
Steve Jobs displayed several personality traits that contributed to his success as a leader. He had high self-confidence which allowed him to make difficult decisions and stand by them. As an extrovert, he was outgoing and willing to confront others to show his leadership. Jobs also had a high level of energy and passion for his work, often working 90-hour weeks. He was intelligent and able to quickly solve problems. Jobs took responsibility for outcomes as an internal locus of control and worked to achieve his ambitious goals. However, he could also be egoistic and lacked empathy, yelling at employees. Overall, both positive traits like self-confidence and negative traits influenced Jobs' leadership style.
Essay on steve jobs life | Essay, Essay writing tips, Steve jobs. The Final Essay by Steve Jobs « StratLab Marketing Regina. Steve Jobs Speech Essay Grade: A+ - Essay 5: Steve Jobs Speech .... The Story of Steve Jobs: An Inspiration or a Cautionary.
Transformational leader examples
No unread replies.No replies.
Steve Jobs
is an example of a leader who is often associated with transformational leadership, in particular when it comes to his charismatic and inspirational qualities (e.g. Bryant, 2003; Bass and Riggio, 2005). A simple internet search on his name heralds a raft of articles describing him as ‘iconic’, ‘visionary’, ‘genius’, ‘brilliant’, ‘mythic’, ‘magical’, ‘charismatic’, or ‘authentic’. The New York Times argued that he ‘led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age’ (Madoff, 2011). Jobs himself was driven to transform the world, as captured in this mantra: ‘I want to put a ding in the universe’ (Isaacson, 2011). Academics also attributed transformational powers to Jobs. Victor Vroom, a prominent professor at the Yale School of Management, said in 2010 that ‘[Jobs] is the supreme example of the transformational leader who stands for higher order values … he has caused people to do things they might never have done before’ (‘A design, a dream’, 2010). Religious language is often used when describing Jobs, some calling him a ‘savior’ (Mishkin, 2009), or as one writer says, ‘Jobs himself has been labeled a saint, a sinner, and now a saint again’ (‘A design, a dream’, 2010). After Jobs’s death in 2011, the Board of Directors of Apple issued a statement saying that ‘The world is immeasurably better because of Steve’, which may indeed be seen as ‘leadership beyond expectations’ (Bass, 1985).
Jobs is a perfect example of a corporate leader who was inspired by and fascinated with the charisma of cult leaders and spiritual gurus (he was a devoted follower of Zen Buddhism) and ‘borrowed’ charismatic traits from these leaders (Isaacson, 2011, p. 38). We notice the totalizing nature of the language and sentiments – Steve single-handedly changed not only several industries, but the universe (a bit like God?) and every person in it. This highly romanticized image of Jobs (which perhaps says more about the needs, desires and anxieties of those constructing this image than Jobs himself) has recently been called into question.
While some may celebrate Jobs’s ability to make people ‘do things they might never have done before’, this cannot solely be read in a positive light. Jobs was known for his ‘reality distortion field’ or, in other words, he tended to willfully
deny reality, to completely ignore certain truths or facts.
He then used this to ‘con people into believing his vision’. He ‘hypnotized’ people to do ‘the impossible because you didn’t realize it was impossible’ (p. 119). He transformed ‘reality’ and ‘truth’ to get people to perform beyond their expectations. Jobs’s role as a leader links to the dysfunctional or destructive side of charismatic leadership. Workers describe how they worked beyond their expectations out of fear. Jobs was known to have moments where he was aggressive and belittling in his trea ...
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This document provides a biography of Steve Jobs, co-founder of Apple Inc. It discusses that he was born in 1955 in San Francisco and dropped out of college in 1972. It describes how he co-founded Apple Computer with Steve Wozniak in 1976 and helped develop the successful Apple II personal computer. It also discusses how he later co-founded Pixar Animation Studios and became CEO of Apple again in 1997 after it acquired NeXT, the company Jobs founded after leaving Apple in 1985.
He developed an interest in computers and engineering at a young age, inspired by his father's machinist job and love for electronics. Growing up south of Palo Alto, Jobs was bright beyond compare — his teachers wanted to skip him ahead several grades to high school, which his parents declined. In high school, Jobs met his future partner, Steve Wozniak, whom he bonded with over their love for electronics and computer chips.
Steve Jobs was born in 1955 and adopted by Paul and Clara Jobs. He dropped out of college but co-founded Apple Inc. with Steve Wozniak in 1976. As CEO, Jobs led the development of the Apple I, Apple II, Macintosh, iMac, iPod, iPhone and iPad. He was ousted from Apple in 1985 but returned as CEO in 1996. Under his leadership, Apple achieved massive success and profits. Jobs resigned as CEO in 2011 due to health reasons and passed away later that year. He demonstrated visionary, charismatic and transformational leadership throughout his career.
Steve Jobs is a leader who influences his followers through his strong passion for work, even though he micro-manages them and yells frequently. He is able to capture the spirit of his followers and work towards a common goal. Jobs displays traits such as self-confidence, extraversion, high energy, and an internal locus of control that contribute to his leadership success. However, he lacks emotional intelligence and empathy for his employees. While these traits have made him an effective leader, Jobs would benefit from developing emotional intelligence to improve his leadership.
The document discusses how to analyze DNA matches from genealogy sites by examining the amount of shared DNA, comparing shared matches, and building a family tree to determine how matches may be related to help find new relatives. It provides steps for users to effectively utilize DNA matches and genealogy records to expand their family tree research. Close analysis of DNA matches can uncover new branches and distant cousins to further complete one's understanding of their family history.
The document discusses organizational culture through examples of several large companies. It describes the founders and key leaders of IBM, Olympus, Nokia, and Apple, noting how some leaders were able to change or reinvent the culture while others struggled. It questions whether organizational culture can explain why the same manager succeeds in one company but fails in another, and why some projects with strong business cases still collapse.
This PP is summary of the great book- Discover Your True North, by Bill George. Some examples of great leaders, their mentors, dealing with crisis, leaders are made rather than born, EQ vs IQ, crucibles, journey from I to We, type of leaders, principles, self-awareness, the power of the feedback, integrated life, money as a trap and loosing the compass are some of the most interesting chapters of the book presented here.
Concept Schools Turning Students Into LeadersGeorge Brymer
This document discusses turning students into leaders and the top 10 skills future leaders will need to possess. Some of the key skills discussed include: taking risks, failing and learning from mistakes, speaking multiple languages, sharing knowledge with others, and resolving conflicts. The overall message is that leadership skills can be developed in students by teaching them skills like risk-taking, learning from failures, collaboration, and resolving conflicts.
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Case Study THE INVISIBLE SPONSOR1BackgroundSome execut.docxcowinhelen
Case Study : THE INVISIBLE SPONSOR1
Background
Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred's Dilemma
Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al m.
CASE STUDY Experiential training encourages changes in work beha.docxcowinhelen
CASE STUDY: Experiential training encourages changes in work behavior and growth in one’s abilities, which is accomplished through a multitude of methods. Experiential training has proven to be cost-effective while motivating employees as well as improving self-awareness, personal accountability, teamwork skills, and communication skills (Ritchie, 2011). Additionally, the training methods provide trainees with direct experience, the opportunity to reflect on that experience, and share models to help trainees to deduce using both present and past experience, while accommodating learning styles and strengths (Ritchie, 2011). Valkanos and Fragoulis identify several reasons why experiential training provides value:
1. Ongoing advances in technology requiring changes in knowledge, skills, and abilities
2. Divergence between theory and practice
3. Mergers and acquisitions of enterprises which tend to bring new jobs, organizational culture, and work content
4. Constant environment of change, from working conditions to processes and procedures relating to organizational issues, quality, and new products or services, and requiring new competencies, duties, or work content (Valkanos & Fragoulis, 2007, p. 22).
Method
Description
On-the-job Training
Receives instructions on the functions of their job in their assigned workplace.
Simulators
Teaches employees on how to operate equipment in a given context
Role Playing
Developing interpersonal and business skills, such as decision-making, communication, conflict resolution, and solving complex problems.
Case Study
Develops critical thinking skills to include analytical, higher-level skills, and exploring and resolving complex problems.
Games
Develops general business and organizational principles addressing application in a variety of situations.
Behavior Modeling
Used when learning goals are a rule and inflexible procedures. Provides skills and practice to modify and model behavior.
In-basket Techniques
A variety of items placed in an envelope that reflects what might be found in an inbox. This activity is used to assist trainees in developing and applying their strategic and operational skills.
(Blanchard & Thacker, 2013, pp. 222-223)
References:
· Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
· Valkanos, E., & Fragoulis, I. (2007). Experiential learning – its place in in‐house education and training. Development and Learning in Organizations: An International Journal, 21(5), 21-23. doi:10.1108/14777280710779454
Discussion Question--Choose one perspective in which to respond.
Non-HR Perspective: Your department is not meeting performance expectations. What steps do you take to resolve the issue? Is training a possible solution; if so, which of the above training methods would be the most effective in addressing the issue? Would you, at any point, involve HR--if so, at what point and why?.
Case Study Hereditary AngioedemaAll responses must be in your .docxcowinhelen
Case Study: Hereditary Angioedema
All responses must be in your own words. Answers that have been copied and pasted will not receive credit.
1. Translate “angioedema”. [Note: I am not looking for a description of the disorder. Rather, I would like you to translate the medical term itself.]
2. The complement system is described as a ‘cascade system’. How does the system fit into this description of being a cascade? [Suggestion: Google the definition of cascade, then think about the complement system in light of the definition]
3. Is complement involved in the innate, or the adaptive immune system, or both? Please explain you answer.
4. What role does C1INH play in the complement system? Why is it so important?
5. What was the physiologic cause of Richard’s abdominal pain?
6. How can one distinguish the swelling of HAE from the swelling of allergic angioedema?
7. What is bradykinin’s role in HA?
8. Do you think Richard’s infancy colic was related to his HA? No need to research this. Just use your intuition. Explain your thinking.
9. What is typically used to treat attacks of HAE?
10. Swelling in the extremities is not dangerous. What other areas of the body are subject to swelling? What is the most dangerous location for swelling to occur and why is it the most dangerous?
2018
BUS 308 Week 2 Lecture 1
Examining Differences - overview
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The importance of random sampling.
2. The meaning of statistical significance.
3. The basic approach to determining statistical significance.
4. The meaning of the null and alternate hypothesis statements.
5. The hypothesis testing process.
6. The purpose of the F-test and the T-test.
Overview
Last week we collected clues and evidence to help us answer our case question about
males and females getting equal pay for equal work. As we looked at the clues presented by the
salary and comp-ratio measures of pay, things got a bit confusing with results that did not see to
be consistent. We found, among other things, that the male and female compa-ratios were fairly
close together with the female mean being slightly larger. The salary analysis showed a different
view; here we noticed that the averages were apparently quite different with the males, on
average, earning more. Contradictory findings such as this are not all that uncommon when
examining data in the “real world.”
One issue that we could not fully address last week was how meaningful were the
differences? That is, would a different sample have results that might be completely different, or
can we be fairly sure that the observed differences are real and show up in the population as
well? This issue, often referred to as sampling error, deals with the fact that random samples
taken from a population will generally be a bit different than the actual population parameters,
but will be “close” enough to the actual.
case studieson Gentrification and Displacement in the Sa.docxcowinhelen
case studies
on Gentrification and Displacement
in the San Francisco Bay Area
Authors:
Miriam Zuk and Karen Chapple
Chapter 3: Nicole Montojo
Chapter 4: Sydney Cespedes, Mitchell Crispell, Christina Blackston, Jonathan Plowman, and
Edward Graves
Chapter 5: Logan Rockefeller Harris, Mitchell Crispell, Fern Uennatornwaranggoon, and Hannah Clark
Chapter 6: Nicole Montojo and Beki McElvain
Chapter 7: Celina Chan, Viviana Lopez, Sydney Céspedes, and Nicole Montojo
Chapter 8: Alexander Kowalski, Julia Ehrman, Mitchell Crispell and Fern Uennatornwaranggoon
Chapter 9: Mitchell Crispell
Chapter 10: Logan Rockefeller Harris and Sydney Cespedes
Chapter 11: Mitchell Crispell
Partner Organizations:
Causa Justa :: Just Cause, Chinatown Community Development Center, Marin Grassroots, Monument
Impact, People Organizing to Demand Environmental & Economic Rights (PODER), San Francisco
Organizing Project / Peninsula Interfaith Action , Working Partnerships USA
Acknowledgements:
Research support was provided by Maura Baldiga, Julian Collins, Mitchell Crispell, Julia Ehrman, Alex
Kowalski, Jenn Liu, Beki McElvain, Carlos Recarte, Maira Sanchez, Mar Velez, David Von Stroh, and
Teo Wickland. Report layout and design was done by Somaya Abdelgany.
Additional advisory support was provided by Carlos Romero. This case study was funded in part by
the Regional Prosperity Plan1 of the Metropolitan Transportation Commission as part of the “Regional
Early Warning System for Displacement” project and from the California Air Resources Board2 as part
of the project “Developing a New Methodology for Analyzing Potential Displacement.”
The Center for Community Innovation (CCI) at UC-Berkeley nurtures effective solutions that expand
economic opportunity, diversify housing options, and strengthen connection to place. The Center
builds the capacity of nonprofits and government by convening practitioner leaders, providing techni-
cal assistance and student interns, interpreting academic research, and developing new research out
of practitioner needs.
communityinnovation.berkeley.edu
July 2015
Cover Photographs: Robert Campbell, Ricardo Sanchez, David Monniaux, sanmateorealestateonline.com/Redwood-City, marinretail-
buzz.blogspot.com, trulia.com/homes/California/Oakland , bloomingrock.com, sharks.nhl.com/club/gallery, panoramio.com
1 The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Hous-
ing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely
responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not neces-
sarily reflect the views of the Government.
2 The statements and conclusions in this report are those of the authors and not necessarily those of the California Air Resources
Board. The mention of commercial products, their source, or their u.
Case Studt on KFC Introduction1) Identify the type of .docxcowinhelen
Case Studt on KFC
Introduction
1) Identify the type of business organization and strategies
2) Key players
Body
1. Opportunities
2. Threats
Closing/Conclusion
1. Make recommendations
2. Offer a plan for implementation
.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Case Studies Student must complete 5 case studies as instructed.docxcowinhelen
Case Studies: Student must
complete 5 case studies
as instructed by course
materials. Fill out form below for 5 different people (imaginary is okay).
Master Herbalist Questionnaire
Date: _____________________
Name: _________________________________ Age: ______ Birth date:_____________
Address: ________________________________________________________________
Home Phone: _________________________ Work Phone:________________________
Height: _________ Weight: _________ 1 year ago:__________ 5 years ago:_________
Occupation: _______________________________________ Full Time Part Time
Living situation: Alone Friends Partner Spouse Parents Children Pets
What are your major health concerns and intentions for your visit today?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any other health care providers or consultants you are currently working with:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any current health conditions diagnosed by a medical doctor:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please use this form
as a source of
reference when
conducting your
Case-Studies.
Treat this part as information only as you are not to treat or prescribe treatment for any specific diseases
It is important to know if the client is receiving treatment from other practitioners and what these entail
Since legally you are not allowed to diagnose disease, it is helpful to get one from an MD
When was your last physical exam?
________________________________________________________________________
Please list all herbs, vitamins, and dietary supplements you are currently taking, includingdosage and frequency:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
List all medication.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Case Learning Outcomes Bytheendofthiscasestudy,st.docx
1. Case
Learning Outcomes
By the end of this case study, students will:
• gain a better understanding of transformational
leadership;
• better understand charismatic leadership;
• learn the four factors of transformational
leadershipas defined by Bass and Avolio (1994);
• gain a better understanding of Kouzes and
Posner's (2012)five practices of exemplary
leaders
and how they link to transformational leadership.
Introduction
Steve Jobs was an entrepreneur, visionary,
businessman, CEO, father, husband, and
inspiration
to millions of people. As a creative
entrepreneur, his passion for perfection and
ferocious drive
revolutionized six industries: personal computers,
animated movies, music, phones, tablet
2. computers,
and digital publishing (Isaacson, 2011). His
brilliance in technology and design, and his
attention to
detail, coupled with his oftenJekyll and Hyde
treatment of employees and associates make
Steve Jobs
both a hero and villain for many of those
who worked with him during his lifetime. The
revolutionary
products he was credited with creating, the culture he
established at Apple that remains to this
day, and
the growth and profitability of the organizations he
led would give credence to the belief that he
was a
transformational leader. The stories of his harsh
and oftenunfair treatment of certain employees
suggest that he was consistently not transformational,
and that he instead used coercive power to
achieve goals.
Transformational Leadership and Charisma
Transformational leadershipis extremely powerful and
effective, but requires committed leaders with
3. the skills to create a deep sense of
intrinsic motivation to achieve the shared
vision and goals of the
leader and organization. Transformational leadership
also takestime to achieve, usually many years.
According to Burns (1978), true transformational
leadershipcreates a strong connection
between a
leader’s and their follower’svalues and vision. These
common values and vision then create a
strong
desire to achieve common goals. Leaders must
also match their behavior to different follower
styles to
ensure that each follower receives what is needed to
create the intrinsic motivation required to
maximize their full potential and bring about true
transformation.
According to Bass and Aviolio (1994)
transformational leadershipconsists of four factors.
Idealized
influence focuses on the emotional aspects of
leadershipand requires leaders to act as role
models for
4. others. Inspirational motivation focuses on
creating the intrinsic motivation needed to
meet the
standards or expectations of the leader. Intellectual
stimulation occurs when leaders allow
and
encourage others to be creative and innovative.
Individualized consideration focuses on leaders
creating
a supportive environment for others and
providing the coaching others need to fully
actualize their
potential.
Kouzes and Posner (2012) define five practices of
exemplary leaders that translate directly to
transformational leadership. Model the Way refers
to a leader aligning actions with values.
Inspire a
Shared Vision is probably the most difficult
exemplary practice to achieve because a
leader must first
create a clear vision of the future that
everyone can understand, then effectively
communicate that
vision, and finally inspire others to achieve
that vision. In Challenge the Process a leader
creates an
5. environment where followers are encouraged to
thinkcritically and creatively. In Enable Others
to Act
leaders are required to give their power awayand
create a sense of ownershipwithin those
they are
leading. To Encourage the Heart a leader
celebrates the small victories and finding
meaningful ways to
say thank you and showappreciation for others.
The antithesis of transformational leadershipis
pseudotransformational leadership. The key aspect
to
determine if a leader is pseudotransformational is
the intent of the transformation:was it done
for the
organization or the leader? The most famous
examples of agenda pseudotransformational leaders
include Adolf Hitler, Benito Mussolini, and
Saddam Hussein. All threeof theseexamples
initially
appeared to place the best interest of their
countries at the center of their actions.
Unfortunately, the
leaders either focused on their personal schemes
6. and concealed this agenda effectively or became
self-
absorbed after achieving influence and power; either
way, the result was the same, and the focus
was
on the leader. Pseudotransformational leaders also
exploit others and situations for their benefit.
Weber (1947) first discussed charisma as a special
gift that certain people use to create
exceptional
influence over others. Yukl (2006) defined charismatic
behavior as: (a) articulating an appealing vision,
(b) strongly communicating the vision, (c) taking
risks and providing self-sacrifice for the vision,
(d)
communicating high expectations, (e) showing confidence
in others, (f) aligning leader behaviors with
the vision, (g) managing follower thoughts of the
leader, (h) building an identification for the
organization, and (i) empowering others.
Background—Insight to Later Years
Steve Jobs was adopted, and this fact had significant
influence on him throughout his life. Andy
7. Hertzfeld, who worked with Jobs at Apple in the
early1980s, believed that “the key question about
Steve is why he can’tcontrol himself at times
from being so reflexively crueland harmful to
some
people . . . That goes back to being
abandoned at birth. The real underlying
problem was the theme of
abandonment in Steve’s life” (Isaacson, 2011, p.
5); this feeling of abandonment was likely
reinforced
when Steve was forced to leave Apple in
1985.
Steve Jobs was born on February 24, 1955. His
biological parents were Joanna Simpson and
Abdulfattah
John Jandali, the son of a wealthy Syrian
national. Joanna and Abdulfattah were not married
when Steve
was born and, because of the cultural issues at
that time,they put him up for adoption. Paul and
Clara
Jobs,a machinist and a housewife, eventually
adopted Steve in August 1955.
8. When Jobs began school it became obvious he
was exceptionally bright. He had learned to
read before
starting the first grade; he skipped fifth grade
after he tested out at a tenthgrade level
but, because he
was moved up among olderstudents, he became
the target of bullying in the seventh grade
(Isaacson,
2011). This incident may be one reason he would,
later in life, express sophisticated levels of
emotional
and psychological bullying himself (Brennan, 2013). To
protect him his parents moved to Los Altos,
CA,
in the Cupertino school district. While at
Homestead High School he began to explore
and develop his
interests in music, creativity,literature, electronics,
primal screaming, health and fitness,
vegetarianism,
and even drugs.
After high school Jobs attended Reed College, where
one incident, described by Chrisann Brennan
(2013), highlights his on-and-off personality:
charming and friendly at one moment then
instantly
9. turning dark and awayfrom people. Steve and a
friend decided to hitchhike to Mexico for a
quick
vacation. The nightbefore they left she observed Steve
ignoring his friend. “I had a feeling that
Steve, so
crippled that he needed to be the center of
my focus, had actually blanked his friend
right out of the
room.” She stated “In retrospect, it seems to
me that therewas a dark vortex next to Steve
for as long
as I knew him. . . Through the years
I’d see that buttoned-up look of shock and
loss overcome people
when they went from inclusion to invisibility when
they were with him” (Brennan, 2011, p. 68).
He dropped out of Reed after a semester, became
one of the first employees at Atari, did a
pilgrimage
to India, and then he began a collaboration
with a friend, Steve Wozniak that would
eventually lead to
the development in 1976 of the Apple I
computer. This earlypartnership was the beginning of
10. what
eventually would become, on January 3, 1977,
the Apple Computer Corporation (Isaacson, 2011).
The Early Apple Years
Jobs and Wozniak’s first design was the Apple I,
a crude, expensive machine. It was basically a
circuit
board mounted on top of a monitor with a
keyboard attached. Its development highlighted
the
relationship between Wozniak and Jobs:“Woz” did all
the design and coding, while Jobs guided
the
design and sourced and cajoled people for someof
the parts, such as memory chips he talked
Intel into
providing for free. Jobs also created one of the first
business plans for the fledgling company: he
convinced Wozniak to stop giving awayhis board
schematics, and instead they would buildand
sell
completedcircuit boards for a profit.
“Every time I designed somethinggreat, Jobs would
find a way to make money for us,” said
Wozniak
11. (Isaacson, 2011, p. 62). From this, Wozniak and
Jobs pooled their money and formed Apple
Computer.
The successor to the Apple I, the Apple II,
was a more complete machine—competitive
pressure meant
that it had to be a fully integrated consumer
product, and Jobs' role made it so. He insisted
on a sleek
case, fan-less power supply, and a straight line
circuit board. The latter was due to the
influence of Jobs’
father, a machinist who was extremely neat and
organized, and thesehabits had become
ingrained in
Jobs.Jobs’ passion for perfection on the Apple II
led to his instinct to control, a pattern
that would
remain with him throughout his life.
The development of the Apple II consumed Jobs
and reinforcedhis penchant for perfection. During
this
period he established his reputation for stubborn
insistence for his vision to be realized. For
example,
the Pantone Company, which produces colorstandards,
12. had two thousand shades of beige, none of
which sufficed for Jobs as a case color. Jobs
spent days “agonizing over just how rounded
the [case]
corners should be” (Isaacson, 2011, p. 83). He
wanted a one-year warranty for the Apple II
instead of the
industry standard ninety days. And he began to
be tough on people. Jobs became increasingly
tyrannical
and critical. Early investors in Apple heard
Jobs express his frustration at young
programmers, Randy
Wigginton and Chris Espinosa. Both programmers
stated that Jobs would openly criticize their
designs
and work without thoroughly reviewing what they had
created (Isaacson, 2011).
The Apple II was a huge success for the next
sixteen years, with closeto six million units
sold. Wozniak
received the credit for its revolutionary circuit
board design and related operating system
software, but
it was Steve Jobs who integrated everything into a
13. sleek, consumer-oriented package. Steve also is
credited for creating the company around it. As
publicist Regis McKenna stated, “Woz
designed a great
machine, but it would be sitting in hobby
shops today were it not for Steve Jobs”
(Isaacson, 2011, p. 84).
The Apple III and the Lisa followed: but neither
product was well-received. However, the development
of the Macintosh was a huge success and the
machine that set the standard for computersgoing
forward with its graphical interface and mouse. The
Macintosh brought to full fruition Jobs’
intensity,
mood swings, and the contrasting generation of
love–hate among his employees.
Ann Bowers, who joined Apple in 1980, became
an expert in dealing with Jobs’
perfectionism,
petulance,and prickliness during the Macintosh
development program. She realized that he could
barely contain himself: “He had thesehuge
expectations, and if people didn’t deliver, he
14. couldn’t stand
it. He couldn’t control himself. I could
understand why Steve would get upset,
and he was usually right,
but it had a hurtful effect. It created a
fear factor” (Isaacson, 2011, p. 121); but
therewere upsides to his
demanding behavior. People who were not crushed
ended up being stronger. They did better
work, out
of both fear and an eagerness to please. The staff
learned that if Jobs decided you knew what
you were
doing, he would respect you. Over the years,
his innercircle contained many more strong
people than
toadies.
Jobs wanted perfection—insanely greatmachines, as he
described them. He could not make trade-
offs
with machine design or quality. One example
illustrates this: the Macintosh boot-up time.Jobs
believed
it was too slow, and he wanted to shave
ten seconds from it. The design engineer, Larry
Kenyon, tried to
15. object but Jobs then asked him “if it could
save a person’s life, would you find a way to
shave ten
seconds off the boot time?” (Isaacson, 2011, pp.
122–123); he then used a math example to explain
his
point. Suitably impressed, Kenyon cameback a
few weeks later and it booted up twenty-eight
seconds
faster; Jobs was able to motivate by looking at
the bigger picture.
The result was that the Macintosh team cameto
share Jobs’ passion for making a great
product, and not
just a profitable one. Jobs’ style could be
demonizing but also inspiring. Over time it infused
Apple
employees with a passion to create
groundbreaking products and a belief that
the impossible was
possible. The Macintosh project finished behind
schedule and over budget mainly due to Jobs’
insistence
on perfection; it also had a cost in hurt
feelings across the team. As Wozniak
later stated, “Steve’s
contributions could have been made without so
16. many stories about him terrorizing folks.”
Wozniak
thought that the Macintosh project would have
been even more successfulif it had been a blend
of both
he and Jobs,but Jobs would not concede being at
the center of attention and pushing people to
do
more. “I’velearned over the years that when
you have really good people you don’t have to
baby
them,” Jobs later explained, “By expecting them to do
greatthings, you can get them to do greatthings”
(Isaacson, 2011, p. 124).
Steve Jobs and Apple’s Corporate Culture
Steve Jobs is credited with creating a unique
corporate culture at Apple, one formed around
creativity,
attention to detail, and beautiful design. This culture
emerged from Jobs making his imprint on the
company through his ideals, beliefs, personal
strengths and weaknesses, and, particularly, his
intense
17. driveto design perfection (at least his vision of
perfection) in all of Apple’s products. While
an in-depth
examination of how Jobs created this culture is
beyond the scope of this paper, one story
exemplifies
Jobs’ influence on the company’s culture. Vic
Gundotra who headed Google+ (Google’s social
media
site),in 2008 recalled a phone conversation he
received from Jobs while at religious services
one
Sunday:
Jobs left a message saying he had something"urgent
to discuss." Gundotra returned his call almost
immediately:
"HeySteve — this is Vic," I said. "I'm sorryI
didn't answer your call earlier. I was in
religious services, and
the caller ID said unknown, so I didn't pick
up."
Steve laughed. He said, "Vic, unless the Caller
ID said 'GOD', you should never pick up
during services."
I laughed nervously. After all, while it
was customaryfor Steve to call during the
18. weekupset about
something, it was unusual for him to call me on
Sunday and ask me to call his home. I
wondered what was
so important.
"So Vic, we have an urgent issue, one that I
need addressed right away. I've already assigned
someone
from my team to help you, and I hope you can fix
this tomorrow," said Steve.
"I've been looking at the Google logo on the iPhone
and I'm not happy with the icon. The second O
in
Google doesn't have the right yellow gradient. It's
just wrong and I'm going to have Greg fix it
tomorrow.
Is that okay with you?"
The CEO of Apple — the tech visionary who
revolutionized personal computers, the way we
listen to
music and the way we thinkof mobile devices —
was worried about the yellow in the second
"O" in
Google. Needless to say the problem was fixed,
and Gundotra says it taught him a lesson on
leadership
19. and "passion and attention to detail."
"It was a lesson I'll never forget," wrote
Gundotra. "CEOs should care about details.
Even shades of
yellow. On a Sunday." (Peralta, 2011)
After the Macintosh
Jobs’ career had a number of highs and
lows. The low pointwas his decision to leave
Apple in 1985,
after he clashed repeatedly with John Sculley
(Sculley had been Jobs’ choice for CEO in
1981). Jobs had
created what amounted to a company-within-a
company by isolating the Mac team with him as its
leader. This tactic pitted the Mac team, a
money loser for Apple in its earlyyears,
against otherparts of
the company that actually made money (Siegel,
2011). Sculley believed the Macintosh
was not a fully
developed platform, and for that reason the Apple II
had to remain the company’s flagship
computer
20. until the Mac’s problems were resolved. Jobs believed
otherwise; he wanted Apple to lower
the Mac’s
priceand increase its advertising budget, and Sculley
refused. He then demoted Jobs as head of the
Mac
project, and five months later Jobs resigned from Apple
(Coursey, 2012).
Jobs’ creativity and drivefor perfection continued after he
left Apple. Following his departure, Jobs and
several former Apple colleagues founded the
NeXT computer company. The NeXT computer, a
stark
black cube unlike anything on the market, was
not a success, but its operating system became
the basis
for the Mac OS X operating system years later,
a version of which is still in use today
on Mac computers.
NeXT led to Jobs purchasing Pixar from George
Lucas; Pixar’s first feature produced, Toy Story,
was the
first ever all-computer animated full length feature
film. The success of Toy Story solidified Pixar
and
helped make Jobs a billionaire. In 1996,
21. a then struggling Apple purchased NeXT, and, in
1997, Jobs
became interim CEO of Apple. This began his
most impressive period of innovation and
design: the
iTunes software service, the iPod in 2001, the
iPod mini in 2004, the iPhone in 2007,
the App store for
the iPhone in 2008, and the iPad in 2010.
Many of thesewere ground-breaking and first-
of-a-kind
developments. All the new products featured beautiful
designs and simple operation which were
hallmarks of Jobs’ insistence on consumer-focused
products. Apple thrived during his second
tenure at
the helm. While his behaviors were still intense,
the “pause” in his career allowed Jobs to
reflect on his
past behavior, and adjust to allow for more
creativity while not being as demanding
and caustic. Jobs did
take time to celebrate the small victories; an
example that continues today are the Apple
Events held
periodically to showcase new innovations. Today,
Apple is the most valuable company in the
22. U.S. valued
at 672 billion dollars (Kell, 2015).
Unfortunately, Steve Jobs was diagnosed with
pancreaticcancer and
after a long battle, died at his home in Palo
Alto,California, on October 5, 2011.
Summary
Steve Jobs was a controversial leader, one who
elicits a mix of both admiration and disdain
from those
who knew and worked with him. He was the driving
forceand visionary behind someof the most
popular consumer products today. On the otherhand he
was, at times, a ruthless, insensitive egoist
who
did whatever it took to have his way. But the results
he achieved cannot be denied; he twice
led Apple
to incredible success, and in between his tenures
therehe created a software system, and bought
a
company—Pixar—that revolutionized animation and became
highly successful. The fact that Apple
continues to realize financial success, four years
23. after his death, is a tribute to the culture
he instilled at
Apple, one that is dedicated to creating great
products.
Steve Jobs was a true enigma: intelligent,
creative, driven, visionary, and a person who
could be both
encouraging and intimidating to those who worked
for him. He both helped and hurt people, but in
the
end his influence was positive. The proof of the
success of his leadershipstyle is Apple itself,
as well as
the many employees who could look past his
coarseness and appreciatethat he made them
better.
Questions for Discussion
1. According to Burns (1978), transformational
leaders are linked to their followers and create
intrinsic motivation that drives followers to achieve
their fullest potential. Describe how Jobs did
or did not maximize the full potential of those he
led.
2. Was Steve Jobs charismatic? Is charisma
necessary for transformational leadership?
24. 3. Was Steve Jobs a transformational leader?
Please discuss in terms of Bass and
Avolio’s (1994)
four factors of transformational leadership(Idealized
Influence, Inspirational Motivation,
Intellectual Stimulation, and Individualized
Consideration).
4. Kouzes and Posner (2012) defined five practices of
exemplary leaders that can guide a
transformational leader’s behavior (Model the Way,
Inspire a Shared Vision, Challenge the
Process, Enable Others to Act, and Encourage
the Heart). Briefly analyze Jobs’ behaviors in
terms
of Kouzes and Posner’s five practices of exemplary
leaders.
5. Was Steve Jobs a pseudotransformational leader?
Please provide examples from the case study
to justify your answer.
Further Reading
Bass, B. M., & Avolio, B. J. (1994).
Improving organizational effectiveness through
transformational
leadership. Thousand Oaks, CA: SAGE Publications.
25. Coursey, D. (2012, January). John Sculley Tellsthe
Real Story of Steve Jobs’ ‘Firing’.
Retrieved from
http://www.forbes.com/sites/davidcoursey/2012/01/13/john-
sculley-tells-the-real-story-of-
steve-jobs-firing/#6b395c4c2772
Isaacson, W. (2011). Steve Jobs.New York, NY:
Simon and Schuster Paperbacks.
Kouzes, J. M., & Posner, B. Z. (2012). The
leadershipchallenge:how to make extraordinary
things happen
in organizations (5th edition). San Francisco, CA:
Jossey-Bass.
Northouse, P. G. (2016). Leadership: theory
and practice (7th edition). Thousand Oaks, CA:
SAGE
Publications.
Yukl, G. (2006). Leadership in organizations.
Upper Saddle River, NJ: Pearson Education.
References
Bass, B. M., & Avolio, B. J. (1994).
26. Improving organizational effectiveness through
transformational
leadership. Thousand Oaks, CA: SAGE Publications.
Brennan, C. (2013). The bite in the apple: a
memoir of my life with Steve Jobs.New York,
NY: St. Martin’s
Press.
Burns, J. M. (1978). Leadership. New York,
NY: Harper & Row.
Coursey, D. (2012, January). John Sculley Tellsthe
Real Story of Steve Jobs’ ‘Firing’.
Retrieved from
http://www.forbes.com/sites/davidcoursey/2012/01/13/john-
sculley-tells-the-real-story-of-
steve-jobs-firing/#6b395c4c2772
Isaacson, W. (2011). Steve Jobs.New York, NY:
Simon and Schuster Paperbacks.
Kell, J. (2015). The 10 most profitable companies of
the Fortune 500. Fortune, June 11. Retrieved from
http://fortune.com/2015/0611/fortune-500-most-profitable-
companies/
Kouzes, J. M., & Posner, B. Z. (2012). The
leadershipchallenge:how to make extraordinary
things happen
27. in organizations (5th edition). San Francisco, CA:
Jossey-Bass.
Northouse, P. G. (2016). Leadership: theory
and practice (7th edition). Thousand Oaks, CA:
SAGE
Publications.
Peralta, E. (2011, August). A Story About
Steve Jobs and Attention to detail. Retrieved
from
npr.org/sections/thetwo-way/2011/08/25/139947282/a-shade-of-
yellow-stevejobs-and-
attention-to-detail
Siegel, J. (2011, October). How Steve Jobs Got
Fired From Apple. Retrieved from
abcnews.go.com/Technology/steve-jobs-fire-
company/story?id=14683754
Weber, M. (1947). The theory of social and
economic organization. (T. Parsons, Trans.). New
York, NY: Free Press.
Yukl, G. (2006). Leadership in organizations.
Upper Saddle River, NJ: Pearson Education.
28. .
#35556 Topic: Discussion
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From the two sites you viewed on Playboy you see two different
sides to the story. For this week's forum please discuss the
following questions: As Heffner claims, is Playboy really a
triumph of sexuality? Who's sexuality? How are women viewed?
How is sexuality defined? Is this really powerful? Why or why
not?