An Explanation of Leadership Theories and Models

An Explanation of Leadership Theories and Models Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) An authoritarian leader makes decision without any consultations. According to Kurt Lewin, the autocratic leadership style is feasible when there is no need for input on the decision and the input will not affect the decision ultimately. Authoritarian leadership style often surfaces in work situations that require low-level skills from employees and are marked by low profit margins or tight cost controls. An example of an authoritarian leader is the traditional toothpaste manufacturer. Manufacturing toothpaste is a repetitive production and due to the low profit margins on each tube of toothpaste, decisions to tighten costs are arrived at the sole decision of the leader. Paternalistic leadership combines authoritarian leadership, or strong discipline and authority, with benevolent leadership, or fatherly care and concern for subordinates personal well-being. Examples of paternalistic leadership style are leaders of food and beverage restaurants. Fast food chain restaurants such as McDonalds and KFC are international brands. As certain standards and procedures are already in place, leaders make decisions to be aligned with the international standards but also have an open-door policy that concentrates on building relationships with the employees. A participative leader shares decision making with group members and accepts suggestions although the final decision may vary as the leader has the final say. According to Lewin, participative leadership style can win the cooperation of employees and motivate them effectively. An example of a participative leadership style is a high-tech manufacturer. As technology is constantly changing, leaders in high-tech organizations promote two-way communications and embrace suggestions from employees. Apple and Microsoft encourage their employees to share ideas and feasible suggestions are later decided to incorporate into their products. The laissez-faire leadership style minimizes the leaders involvement in decision-making and allows employees to make their own decisions such as setting their own policies and methods. Laissez-faire leaders may still be responsible for the outcome of their employees decisions. Laissez-faire works best when people are capable and motivated in making their own decisions and there is no requirement for a central coordination. An example is an entertainment firm that specializes in provision of performance arts. When dealing with a range of artists, employees must be given the freedom to decide on the soft-people skills to tackle each artist. As such, a centralized structure is not feasible for such a versatile industry. Another example is the modeling agencies. As models responsibilities are to portray the clients advertising intents, models must be given the freedom to work closely with the clients. Thus due to the unique nature of the working environment, laissez-faire leadership styl e is more appropriate for the management of such entertainment and modeling agencies. A Leadership Grid (Contingency Leadership Styles) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios High A2 B1 B2 Low C1 C2 A1 Low High Concern for People vs Concern for Work Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Leadership Grid also known as Managerial Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Low People, Low Work (Impoverished Leadership) Similar to laissez-faire leadership, this leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Low People, High Work (Produce or Perish Leadership) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. (Theory XY) Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). High People, Low Work (Country Club Leadership) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. High People, High Work (Team Leadership) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. (Theory Y) Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. The Managerial Grid A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios (9, 9) (9, 1) (1, 9) (5, 5) (1, 1) 1 Low Concern for Production 9 High High 9 1 Low Concern for People Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Managerial Grid also known as Leadership Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. According to Blake and Mouton, the Managerial Grid defined the following five leadership styles: Produce or Perish Leadership (9,1 high production, low people) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). Country Club Leadership (1,9 low production, high people) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. Impoverished Leadership (1,1 low production, low people) This leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Middle-of-the-Road Leadership (5,5 middle production, middle people) This style seems to balance the two competing concerns. It may at first appear to be an ideal compromise. However, a problem lies within. When the leader compromise, he tends to give away a bit of each concern so that neither production nor people needs are fully met. Leaders who us this style settle for average performance and often believe that this is the most anyone can expect. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. Team Leadership (9,9 high production, high people) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment . The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true and it follows the ideas of Theories X and Y, and other participative management theories. Transformational vs Transactional Leadership A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational Leader Transactional Leader A2 C1 C2 A1 B1 B2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Transactional leadership assumes that work is done only because it is rewarded and thus the leader focuses on designing tasks and reward structures. It may not be the most appealing leadership strategy in building relationships and developing a long-term motivating work environment, it is workable in most organizations on a daily basis to get work done. This leadership style starts with the idea that employees agree to obey their leader totally when they accept a job. The leader has a right to punish the employees if their work does not meet the standard. Under transactional leadership, little can be done to improve employees job satisfaction. Transactional leadership is a type of management rather than a true leadership style because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. Examples of transactional leadership can be found in traditional manufacturer organisations, FB restaurants and fast food chain restaurants. Work structur es in these organizations are typically standard and routine and thus, employees experience minimal job satisfaction. In these organizations, the relationship between the leader and employees is similar to that of a transaction, whereby the leader rewards/pays the employees for the work done. Transformational leaders are true leaders who inspire employees constantly with a shared vision of the future. They are exceptionally motivating and trusted. While this leaders enthusiasm is often passed onto the team, he needs to be supported by detail people. That is why in many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably while the transformational leaders look after initiatives that add value. Transformational leaders are found in hi-tech manufacturer, entertainment firm and modeling agency. Leaders in such organizations have the vision and foresight to bring the organizations to greater heights through a healthy and interactive relationship with the employees. Leaders in hi-tech manufacturer such as Apple welcome and embrace suggestions from employees to improve its products that appeal to the consumers. As such, Apple has been very successful over the years in prod ucing gadgets for consumers worldwide. Leaders in entertainment firms strive to bring their arts to the world and promote their countries cultural arts. This is to prevent the extinction of cultural arts. Leaders in modeling agencies usually have the passion for fashion. They inspire models to display and bring to life the fashion personality of the designers. (E) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Theory X Theory Y A1 B1 B2 A2 C1 C2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Accordingly Douglas McGregor, Theory X (authoritarian management style) assumes that the average person has an inherent dislike of work and will avoid it if he can. Because of their dislike for work, most people must be controlled and threatened before they will work hard enough. The average person prefers to be directed, dislikes responsibility, is unambiguous and desires security above everything. These assumptions give rise to both tough management with punishments and tight controls, and soft management which aims at harmony at work. In actual facts, a person needs more than financial rewards at work. He also needs some deeper higher order motivation such as the opportunity to fulfill himself. Theory X managers however, do not give their employees this opportunity. In traditional manufacturer organizations, FB restaurants and fast food chain restaurants, jobs are often rigid and routine. Basically, employees do not expect any variances in their daily work. Thus they are tasked to simply perform routine work without the need to bother about anything else. According to McGregor, Theory Y (participative management style) assumes that the physical and mental effort in work is as natural as play or rest. Control and punishment are not the only methods to make people work. Man will exert self-direction if he is committed to the organizations aims. The average man learns under proper conditions not only to accept but to seek responsibility. A large number of employees use imagination, creativity and ingenuity to solve work problems. Although Theory Y is difficult to put into practice on the shop floor in large mass production operations, it is used initially to manage managers. In situations where it is possible to obtain commitment to objectives, it is better to explain the matter fully so that employees grasp the purpose of an action. They will then exert self-direction and control to do better work than if they had simply carry out an order. In hi-technology organizations, entertainment firms and modeling agencies, employees are often pa ssionate about the jobs and thus are empowered to take on greater responsibility in handling situations. Due to the uncertainty of the industries, employees need to respond timely to environmental changes. In a nutshell, McGregor wants managers to put into operation the basic assumption that Staff will contribute more to the organization if they are treated as responsible and valued employees. (F) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concept of transactional and transformational leadership, and Theories X and Y has been covered in the above questions. Transactional leadership Theory X Due to the routine and rigidity of work in traditional manufacturing organizations and FB restaurants, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Transactional leadership Theory Y As most fast food chain restaurants already have worldwide presence, transactional leaders must ensure that the restaurants standard is consistent with the chains predetermined principles. In order to achieve this, leaders engage in a transaction relationship with employees by providing adequate rewards to employees. However, cultures across countries vary. Understanding this cultural difference, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Transformational leadership Theory Y Hi-technology manufacturing organizations, entertainment firms and modeling agencies adapt transformational leadership because leaders are ambitious and believe that the organizations have the capability to attain greater heights. Leaders in such organizations share and instill the organizations vision to employees and highlight that every employees play an important part in the organizations success. Due to the turbulent environment of these industries, employees are empowered with the flexibility to solve work problems. As such, employees are encouraged to assume greater responsibility. (G) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 B2 C1 C2 mechanistic organization A1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Mechanistic organizations have clear well-defined, centralized, vertical hierarchies of command, authority and control. Efficiency and predictability are emphasized through specialization, standardization and formalization. As such, it results in rigidly defined jobs, technologies and processes. Organizational structures, processes and roles function like a machine in which each part of the organization does what it is designed to accomplish. Mechanistic organizations are often appropriate in stable environments and for routine tasks and technologies. Organic organizations are decentralized with flexible, broadly defined jobs and have relatively few and broadly defined rules, procedures and processes. Such organizations focus on interdependence among employees and units, multi-directional communication, employee initiative, and employee participation in problem solving and decision making. Organic organizations are highly suitable for unstable, turbulent environments and for non-routine tasks and technologies. In organic organizations, the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organization responds timely to environmental change because employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organization in a bottom-up manner. The concept of Theories X and Y has been covered in the above questions. Mechanistic organization, Theory X A traditional manufacturing organization operates in a relatively stable environment and jobs are often rigidly defined. Such organizations adapt mechanistic management system whereby production processes and techniques are employed to minimize waste and maximize outputs for a given quantity of inputs. The ultimate goal of mechanistic structure is efficiency. Due to the routine and non-challenging daily work, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Mechanistic organization, Theory Y As most fast food chain restaurants already have worldwide presence, there is clear command and control to ensure that every countrys restaurants standard is consistent with the chains predetermined principles. Thus, mechanistic structure is employed to achieve the desire objective. Recognizing the cross-cultural differences, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Organic organizations, Theory Y Hi-technology manufacturing organization, FB restaurants, entertainment firms and modeling agencies operate in a highly turbulent environment and are very vulnerable to competition. Thus, these organizations employed the organic management system to respond timely to the environmental changes. Employees are required to work cross-functionally cohesively to ensure challenges are addressed promptly. Employees in such organizations identify themselves with the organizations and assume greater responsibility to ensure corporate success. (H) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 C1 C2 mechanistic organization A1 B1 B2 Transactional leadership Transformational leadership Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of mechanistic and organic organization, as well as transactional and transformational leadership have been covered in the above questions. Due to the routine and rigidity of job scope in the traditional manufacturing organizations, FB restaurants and fast food chain restaurants, these organizations have a mechanistic structure with well-defined command and control. Employees suggestions and views usually have no impact on the organizations decisions. Thus due to the lack of job satisfactions in employees, transactional leadership is usually used in such organizations to get work done. As hi-technology manufacturing organizations, entertainment firms and modeling agencies operate in a highly unstable environment and are vulnerable to competitions, organic structures are more appropriate to ensure changes to the environment are responded to promptly. Such organizations are led by transformational leaders as they have the foresight and motivation attributes to influence and lead the employees and organizations towards greater heights. Most importantly, transformational leaders have the ability to solve problem efficiently. (I) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Authoritarian Paternalistic Participative Laissez-faire Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of transactional, transformational, authoritarian, paternalistic, participative and laissez-faire leadership have been covered in the above questions. Transactional and authoritarian leaderships are employed in traditional manufacturing organizations. As the job scopes are routine and well-defined, employees are required to follow and adhere to instructions from the management. Little variations occur in such organizations. Furthermore, due to the lack of job satisfactions in employees, leaders reward employees so as to get the work done promptly. If employees work standard falls below expected, leaders have the rights and authority to impose punishment on employees. Transactional and paternalistic leaderships are used in FB restaurants and fast food chain restaurants. Instructi

Decisions in Robert Frosts The Road Not Taken Essay -- Analysis Road

Decisions in Robert Frost's The Road Not Taken Throughout our lives we are faced with a number of important decisions, decisions that determine an unseen future. The choices, though often virtually identical, lead to different destinies and often leave us asking "what if?" There are not always signs telling us the way to go or the choice to make; we must find out what lies ahead for ourselves. In his "The Road Not Taken," Robert Frost relates to the reader such a choice, symbolic, perhaps of any major decision in life. The traveler in Frost's poem must blindly decide between two similar paths, and this decision greatly affects his life thereafter. In the opening stanza, Frost takes the reader into a "yellow wood," setting the scene. Both this location and time of year are important in the description of the traveler's decision. The idea of being in a forest brings to mind towering trees and plants blocking everything but the path traveled. This image is a way of showing that even though we all are different, everyone must follow certain guidelines. The traveler then "looked down one [path] as ... ...and it has changed his life. As travelers on paths of life, we come to a number of forks each day, and the directions we choose there shape our unique lives. Sources Cited and Consulted Mike Bellah. "The Road Not Taken." Best Years. Online. World Wide Web. 29 Jul 2004. Finger, L. L. "Frost's 'The Road Not Taken': a 1925 Letter come to Light." American Literature 50. Online. World Wide Web. 20 Jul. 2004. Frost, Robert. "The Road Not Taken." The Poetry of Robert Frost. Ed. Edward Connery, Lathem. New York: Hot, Rinehart and Winston, 1969.

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Ramadan Ibrahimi Marketing Project November 10, 2012 Peja Beer in Monaco Introduction. With more than 300 days a year of sunshine, residents in Monaco can take advantage of the Mediterranean, and all of its seaside activities. Monaco's close proximity to the Southern Alps, which are only 1 hour away by car, allows for easy access to go for skiing. Monaco is one of the richest and a country with the lowest poverty throughout the world. But, after many researches that I have done, there is just one brewery throughout Monaco. If Peja beer would started to be exported from Peja, Kosovo to Principality of Monaco.But, if it will start to be exported, it should change its quality to higher quality and to make it more expensive to be successful. I am going to make also a Marketing plan how the things are going to work and if it will be able to exported to the Monaco, or even to open a Brewery right there. Brief discussion of the country’s relevant history For centuries, Monaco it is k nown as one of the countries that have been under the King and Princes, starting from the Henry VI, till the Prince that is ruling nowadays called Albert II. All of the Monaco Princes and Kings were absolute rulers.Monaco was part of the Italy until 1814,but in this year the French Revolution happened, and it became part of the France. Now it is an independent country. Geographical setting Monaco is a sovereign city state, with 5 Quartiers and 10 Wards, located on the French Riviera in Western Europe. It is bordered by France on three sides, with one side bordering the Mediterranean Sea. It is around 16 km away from Italy and around 13Km from Nice, France. It is the secondly smallest country in the world, and most densely populated country throughout the world. Monaco's total area is 2. 05Â  km2. FamilyMarriage is an important family event, Church weddings, held according to Roman Catholic traditions, are popular. A civil ceremony, held at the city hall, is also required even when a religious ceremony is organized. Some couples choose only to have the civil ceremony. . When the Father or the Major of the family dies, his kids inherit all of his wealth. Education Education in Monaco is compulsory from ages of six to sixteen. Monaco has around ten state operated schools, seven nursery and primary schools, one secondary school. It has also two private schools, and one international school.There is just one university running in Monaco, it is called International University of Monaco (IUM) an English language college, it is specialized in Business and Education. Political System Due to its small population and unique economic situation, Monaco does not face many of the social problems that larger countries must deal, such as violent crime and poverty. After going through a period of economic growth and industrial development following World War II, a primary concern is to make a better life for its population, try to attract new investments and to stay economical ly stable.Current social problems include managing industrial growth and tourism, environmental concerns, and maintaining the quality of life. Alcoholism and illegal drug use are present but not widespread. Monaco has a very low crime rate, in part due to the high number of law enforcement. Widespread use of security cameras throughout the principality also further discourage open criminal activity. Excluding private security, there are around 400 permanent police officers, 95 percent of them are french. The independence of the judges is guaranteed by constitution. Monaco, simply it is a stabilized economical country.Legal system Monaco legal organization includes all degrees of jurisdiction: a Court of First Instance, a Court of Appeal, a Higher Court of Appeal and a Criminal Court. There are also tribunals with specific competence, such as the Work Tribunal, the Rent Arbitration Commission, and the Higher Arbitration Court, for collective work disputes. The Supreme Court is at the top of the principality's legal organization. Even though Monaco is not a member of the European Union, Monaco also has strong ties to France, which has more liberal polices in these areas.Thus there is a mixture of both conservative and liberal attitudes in Monaco. Lesbian, gay, bisexual, and transgender persons in Monaco may face legal challenges not experienced by non-LGBT residents. Both male and female same-sex sexual activity are legal in Monaco, when conducted in private between consenting adults. Cross-dressing is likewise not expressly illegal, but the law does not allow for transgender people to change their identity after gender reassignment surgery. Abortion in Monaco is only allowed in cases of rape, fetal deformity or illness, or fatal danger to the mother.Social Organizations Monaco's population is unusual in that the native Monegasques are a minority in their own country comprising 21. 6% of the population. The largest group are French nationals at 28. 4%, followed by Monegasque (21. 6%), Italian (18. 7%), British (7. 5%), Belgian (2. 8%), German (2. 5%), Swiss (2. 5%) and US nationals (1. 2%). Naturalized citizens of Monaco are called Monacans, while Monegasque is the proper term for describing someone who was born in Monaco. Religion and belief systems The official religion in Monaco is Roman Catholic. 2% of the population is Catholics, 12%are without religion, and in small percentage are Judaists and Muslims. Monaco it is one of the favorite places to export the beer or to open a brewery there, because number of Muslims is toosmall, and that wouldn’t bring any big problem for the company. Aesthetics Monaco it is also known for its beauty. One of the most beautiful parts of Monaco is Monte-Carlo. In Monte-Carlo are included: Cathedral of Monaco, Statue of Franqois Grimaldi, and many other aesthetics that attract tourists throughout the world.Diet and Nutrition Most of the Monaco’s population prefer to eat the Italian and French food. Also Monaco it is Known of its delicious sea food. Proximity to the sea has led to the popularity of sea food in Monaco. Fish forms an important part of the diet of the Monaco people, and feature prominently in Monaco recipes. Furthermore, some of the best Monaco restaurants serve traditional Monaco delicacies, which are absolute delights for the taste buds. Housing Monaco’s families are likely same as in the most powerful countries in Europe.But what makes it different from the others, is that when the king of the family(father) is dead, his oldest son inherits all of his wealth. They live in modern houses, modern buildings and are known as a country with joy in the family. Recreation, Sports and other leisure activities Monaco it is also known for its big influence in most of the sports. But the three most important events and sports are: Football, Monaco Grand Prix, and Monte Carlo Rally. Also there are somes ports that are not too famous in Monaco such as: Monaco M arathon, Rugby, ATP Tennis etc.If the Peja Company would agree to make advertisements during these important events, that would really grab attention to most of the people and it may help the company to export its product in many other countries. Health Care Monaco has an excellent standard of compulsory state funded healthcare. Medical staff are extremely well trained and healthcare in Monaco is available to all citizens, registered long-term residents and those citizens from France and Italy who can prove that they have paid their healthcare contributions in one of these countries.Private healthcare is also available in the country. The Caisses Sociales de Monaco (CSM) oversee the health service and all citizens are entitled by law to equal access to healthcare. Official Language(s) The official language of Monaco is French, but there are several languages spoken including Monegasque, English, Italian, Occitan and Dutch. Most of the Monaco’s population speaks French with a percentage about 50. There is just one difference in the French-Monaco dialectMonegasque (natively Munegascu) is a dialect of the modern Ligurian language, spoken in Monaco.Population Monaco’s population is 36,371, making Monaco the second smallest, and the most densely populated country in the world. United Nations showed that the Monaco’s population in the 2015 will be around thirty eight thousand. The average of deaths per 1000 people in Monaco is around 8. 52 bigger than the number of births that is 6. 85 births/1,000 population. Distribution of Population As the Monaco is the second smallest country in the world, the population is spread throughout of it. Most of the density got Monte Carlo. Gross national product Monaco is in 175 place about gross and national product with 1. 1 billion in dollars. Though official economic statistics are not published, year 2011 estimates place the national product at $6. 888 billion and the world's highest per capita income is $1 86,175. The unemployment rate is 0%, as of 2011. Working Conditions Economic prosperity and the proportionally large number of jobs available, along with the government's sensitivity to safety and environmental protection, create favorable working conditions in the principality. The unemployment rate, compared to French and EU standards, is very low at 3. 1 percent in 1998. No major labor unrest has been reported recently.Major Industries:Â  Banking, Ceramics, Chemicals, Construction, Electronics, Gambling, Metal Works, Perfumes, Plastics, Printing, Precision Instruments, Textiles, Tourism. Trade Restrictions – There are no trade restrictions in Monaco. Extent of the economic activity not included in cash income activities From the late 19th century Monaco economy began to develop tremendously with the opening of casinos. The magnificent charm of casinos, hotel industry and the beauty of natural surroundings all these have made tourism to develop very strongly here which is a major source of revenue generating trade for Monaco.Apart from this the complete lack of income tax has prompted many companies of foreign countries to invest here and enjoy the benefits. Labor force – Labor force in Monaco is 49300 including all the workers from the foreign countries. Inflation rate (consumer prices):Â  1. 5% (2010),Current technology available – Monaco is one of the strongest countries in Europe, includingto their workers the latest machineries, tools and everything that is needed per work.Retailers – If you chose to go for shopping in Monaco, it is clear that you are going to find Everything that you need out there, starting from Louis Vuitton, Gucci, Versace, Ralph Lauren, Breitling, Armani etc. So if you have some cash to spend, this is one of the best countries to shop. Warehousing – Warehousing will be kept by the Monaco Group that runs in Monaco. Media – There is just one television existing in Monaco, and it is called t he TMC(TV Monte Carlo)Costs – To publish a 15 second advertisement in Monaco in the TMC television you need to pay Around 60k per month.Percentage reached by TMC – In 2010 there were 22. 982 people that regularly watched the TMC. TMC is the only available television in Monaco. The Product The product as I mentioned earlier is the Peja Beer. If it is possible, it will be exported to Monaco. I think that it is well intended product regarding that in Monaco exists only one Brewery. If Peja beer will be exported right there, definitely is going to be a big deal for the company. Peja is the most sold Beer in Kosovo, and it plays a big role in the market.There is no reason not to be successful also in the international market. Regarding to the Peja Beer is not very high qualitative beer, many things needs to be improved. Firstly, the Peja beer needs to improve the quality of its beer, because the Monaco standard is very high. Secondly, its quality needs to challenge the bigg est beer exports in Monaco such as: Heineken, Becks, Corona, Singha etc. Finally, the Peja beer bottles needs an improvement and needs to be more attractive to the people who see it. The bottles should be different and more colorful to make people buy it, and try it.Major Problems One of the major problems about the Peja beer exporting in Monaco are Taxes. The Taxes in Monaco are very high, approximately one of the countries with the highest taxes in Europe. This problem will lead the company to many problems including financial problems. Also another major problem is the Marketing. To do a simple advertisement on TMC costs a lot of money. This is also a major problem because without advertising the Peja beer, it will be very hard to be successful in the Monaco’s Market.These two are the biggest issues that are following the company right now. The Market The market where the Peja beer is going to be sold is: small markets, markets and huge supermarkets. Also we will try to ma ke a deal with the biggest supermarket running in the Monte Carlo called Fontvieille. I hope there is going to be also availability in the Fontviellie and in other small supermarkets to make a promotion and give people the Peja beer to try it. Also there is another big supermarket called Carrefour, and we will try to do the same thing also here with promotion.

Yalta Conference in World War II

The Yalta Conference was held February 4-11, 1945, and was the second wartime meeting of leaders from the United States, Great Britain, and the Soviet Union. Upon arriving at the Crimean resort of Yalta, Allied leaders hoped to define the post-World War II peace and set the stage for rebuilding Europe. During the conference, President Franklin Roosevelt, Prime Minister Winston Churchill, and Soviet leader Joseph Stalin discussed the future of Poland and Eastern Europe, the occupation of Germany, the return of prewar governments to occupied countries, and the Soviet entry into the war with Japan. While the participants left Yalta pleased with the result, the conference later was viewed as a betrayal after Stalin broke promises regarding Eastern Europe. Fast Facts: Yalta Conference Conflict: World War II (1939-1945)Date: February 4-11, 1945Participants:United States - President Franklin RooseveltGreat Britain - Prime Minister Winston ChurchillSoviet Union - Joseph StalinWartime Conferences:Casablanca ConferenceTehran ConferencePotsdam Conference Background In early 1945, with World War II in Europe drawing to a close, Franklin Roosevelt (United States), Winston Churchill (Great Britain), and Joseph Stalin (USSR) agreed to meet to discuss war strategy and issues that would affect the postwar world. Dubbed the Big Three, the Allied leaders had met previously in November 1943, at the Tehran Conference. Seeking a neutral site for the meeting, Roosevelt suggested a gathering somewhere on the Mediterranean. While Churchill was in favor, Stalin refused citing that his doctors prohibited him from making any long trips. In lieu of the Mediterranean, Stalin proposed the Black Sea resort of Yalta. Eager to meet face to face, Roosevelt agreed to Stalins request. As the leaders traveled to Yalta, Stalin was in the strongest position as Soviet troops were a mere forty miles from Berlin. This was reinforced by the home court advantage of hosting the meeting in the USSR. Further weakening the western Allies position was Roosevelts failing health and Britains increasingly junior position relative to the US and USSR. With the arrival of all three delegations, the conference opened on February 4, 1945. Agendas Each leader came to Yalta with an agenda. Roosevelt desired Soviet military support against Japan following the defeat of Germany and Soviet participation in the United Nations, while Churchill was focused on securing free elections for Soviet-liberated countries in Eastern Europe. Counter to Churchills desire, Stalin sought to build a Soviet sphere of influence in Eastern Europe to protect against future threats. In addition to these long-term issues, the three powers also needed to develop a plan for governing postwar Germany. Yalta Conference, left to right: Secretary of State Edward Stettinius, Maj. Gen. L. S. Kuter, Admiral E. J. King, General George C. Marshall, Ambassador Averell Harriman, Admiral William Leahy, and President F. D. Roosevelt. Livadia Palace, Crimea, Russia. Library of Congress Poland Shortly after the meeting opened, Stalin took a firm stance on the issue of Poland, citing that twice in the previous thirty years it had been used as an invasion corridor by the Germans. Furthermore, he stated that the Soviet Union would not return the land annexed from Poland in 1939, and that the nation could be compensated with land taken from Germany. While these terms were non-negotiable, he was willing to agree to free elections in Poland. While the latter pleased Churchill, it soon became clear that Stalin had no intention of honoring this promise. Germany In regard to Germany, it was decided that the defeated nation would be divided into three zones of occupation, one for each of the Allies, with a similar plan for the city of Berlin. While Roosevelt and Churchill advocated for a fourth zone for the French, Stalin would only acquiesce if the territory was taken from the American and British zones. After reasserting that only unconditional surrender would be acceptable the Big Three agreed that Germany would undergo demilitarization and denazification, as well as that some war reparations would be in the form of forced labor. Japan Pressing on the issue of Japan, Roosevelt secured a promise from Stalin to enter the conflict ninety days after the defeat of Germany. In return for Soviet military support, Stalin demanded and received American diplomatic recognition of Mongolian independence from Nationalist China. Caving on this point, Roosevelt hoped to deal with the Soviets through the United Nations, which Stalin did agree to join after voting procedures in the Security Council were defined. Returning to European affairs, it was jointly agreed that the original, prewar governments would be returned to liberated countries. Exceptions were made in the cases of France, whose government had become collaborationist, and Romania and Bulgaria where the Soviets had effectively dismantled the governmental systems. Further supporting this was a statement that all displaced civilians would be returned to their countries of origin. Ending on February 11, the three leaders departed Yalta in a celebratory mood. This initial view of the conference was shared by the people in each nation, but ultimately proved short-lived. With Roosevelts death in April 1945, relations between the Soviets and the West became increasingly tense. Aftermath As Stalin reneged on promises concerning Eastern Europe, perception of Yalta changed and Roosevelt was blamed for effectively ceding Eastern Europe to the Soviets. While his poor health may have affected his judgment, Roosevelt was able to secure some concessions from Stalin during the meeting. Despite this, many came to view the meeting as a sellout that greatly encouraged Soviet expansion in Eastern Europe and northeast Asia. The leaders of the Big Three would meet again that July for the Potsdam Conference. During the meeting, Stalin was effectively able to have the decisions of Yalta ratified as he was able to take advantage of new US President Harry S. Truman and a change of power in Britain that saw Churchill replaced partway through the conference by Clement Attlee.