Implementation Controls and Executive Summary of Massives Marketing Essay

Implementation Controls and Executive Summary of Massives Marketing Plan - Essay Example Political stability, positive economic growth, technological capability, strategic geographical location and business friendly conditions would be the criteria that will govern what country to choose. Japan, which suffices all the criteria, would be the most likely candidate. An alternative would be India due to its booming Information Technology industry and its strategic geographical location in the Asian region. This move would also help in attaining or even surpass the targeted number of partnerships. The company is currently charging a minimum of $30,000 for its software licenses. The company also charges 20% of the license fee for annual software maintenance and $25,000 for its web auditing services. The decrease would result to $1,500 cut for licensing, 10% cut on maintenance and $2,500 for auditing services (Massive Network, 2006). Reducing prices, all the while assuring product and service quality, provides a competitive edge the company can bank on. Although this translates to losses in revenue in the short run, it provides an attractive choice for future clients and assures continued patronage. This reduction will apply to future as well as present transactions. The acquisition of Massive by Microsoft has provided the means to acquire the necessary funds to conduct research and development to widen product and services range ( Wash, Microsoft Acquire Massive

Internship Paper Essay Example for Free

Internship Paper Essay My role with the _____ County circuit courts varies pretty much daily. Originally I was assigned to circuit court three. As it turns out though, they have had a high school intern coming since the beginning of the semester also, who is interning for a class she has. I believe she comes in three times a week. In addition to this, they have a floater who rotates through all of the courts, there are seven, so they have more than enough help in their court. Most days when I go in, I start in court three, and then end up going to court services to help the ladies out there. When I am in court three, I basically do the filing that has accumulated throughout the day. Depending on the day, and if the other intern or the floater has been there, there might be anywhere from ten minutes to an hours worth of filing to do. After this is done, I might pull the mail, meaning pull any files that correspond with mail the court has received. These might be warrants, certified mail, requests to continue, follow up letters referencing a court case, etc. A few times, when there has been a computer available, I have been able to enter information into the JUSTIS system, mostly through certified mail cards. Sometimes I would enter information for small claims cases, and then if the attorney or plaintiff/defendant would need copies of the information, I would mail those out. I would say the majority of my time spent at the courts was spent in court services though. Here I would do a lot of work for Mary, who is in charge of juvenile cases. A few weeks ago, I did many spreadsheets with data about juveniles who were either in detention centers, or placed in treatment centers, ranging from 1998-2002. She has to have record of this and needed the material in an organized data format, so I did a lot of that. Ive also made many calls to agencies to see their per diem rates, or rates for those placed in those facilities per day that they stay. Another project I have done for Mary was tracking her mileage as she has traveled from facility to facility to visit the juveniles placed there. These facilities are located in various other places around the state, so  she often has to travel long distances to make these trips, and needs to track her mileage for record and compensation. These records also went back to I believe 1998 or 1999, and were recorded to the present date, so there was much tracking I had to do to figure out her total mileage per day, and then per year. Ive also worked several times with Lisa helping her. She is in charge of jurors and jury duty. She sends out notices once a month to those who are being called for jury duty for that month. I have helped her sort these names, put together the notices, and get them sent out to the potential jurors. This is a big job, as when it comes time to do it, she usually has boxes and boxes of notices needing to be sent out. Something else I have done for court services would be to take their daily outgoing mail and run it through the postage machine to be sent out. This must happen about 5-6 times a day would be my guess. I have only done this a few times, but each time I have gone back, there was a replenished supply to be sent out. Also, sometimes I would take documents that needed to be mailed out from circuit court three to court services and put them in their corresponding lawyers mail slots, or send them out with the outgoing mail. Also, a few times I have had to take packages or documents for someone in court services down to the courthouse. I have really enjoyed working in the court system, both in circuit court three and in court services. As a criminal justice major I think it has been a really good experience for me. I plan on graduating in December, and am hoping to go into Federal Investigations. Another interesting aspect of the internship where I did it was that I got to work somewhat along side of a fellow criminal justice major that I have known since our freshman year. She and I have had every criminal justice class together except for P100. We both applied for the internship, but never knew we would end up in the same place, since there were quite a few options of places to work! Also, my resident assistant from freshman year also works part time in the court system, so I was kind of reunited with  her, which was quite a coincidence, considering how big this campus is! Last page: The last page of the paper is supposed to be additional comments about our good experiences and shortcomings of the internship. My good experiences would definitely be the people that I met and worked with there. They are a wonderful group of people, from the few I already knew, my fellow CJUS major and my R.A from freshman year, to everyone that I got to know and work with there. And Mary was wonderful especially. I felt like I could talk to her about school stuff since she graduated from IU also, whether it be to gripe about classes or get advice about the major/future plans. I think the shortcoming I can think of would be that I ended up being an intern for circuit court three, not because I didnt like it, just for the fact that they already had a high school intern and a floater, so there really was not much for me to do there at all. I literally would go in court three for about a half hour or so and then spend the rest of my time in court services. Honestly I wish I could have been a general intern for court services or a second intern to Mary. Court services was where I spent the majority of my time and I loved it. I also was told when I did my orientation that I would probably get to sit in on court a few times and observe. To date I have not been able to do that. I dont know if the time hasnt worked out for when Ive been working, or if there just hasnt been much Id be able to sit in on. I remember Mary telling me that court three did have drug court, which I have heard them talk about a few times, and I would have loved to sit in on this, because the Drug Enforcement Agency is one of the Federal agencies Im very interested in. I would have definitely liked to participate in this aspect more than I was able to. I would say this has definitely been my toughest semester. I ended up dropping a class early in the semester because I was trying to take 19 hours, including the internship, so it was really even more since I had to  dedicate 10 hours a week to being there. At the beginning of the semester I thought I could handle all 19 hours and the internship, but I really felt like I didnt have time to even sleep, let alone study, so something had to go. I was literally booked solid all week as I worked most of the day Mondays, Tuesdays and Thursdays I had class from 8-5 and then Wednesdays I would work all day also. And while I didnt have classes on Fridays, I worked in my hometown at the job I have been working at for the past few summers; they let me come in part time and holidays so I can make some money. It was hard to juggle school, the internship, and my family situation this semester, but Im glad I was given the opportunity for the internship, I really do believe it was beneficial.

Development of Recycling Company

Development of Recycling Company Executive Summary Recently, the growing utilization of plastics are specifically used domestic purpose and produced from industrial and consumer applications and need to combined with increased consumer awareness surrounding solid waste recycling, has led to an increased demand for recycled plastic resins and products for our general purposes. One of the quickest increasing types of collected plastic materials for recycling is polyethylene terephthalate (PET) from post-consumer beverage and water bottles. Replay Plastics will capitalize on the opportunities in the recycled resin and packaging markets through two main divisions: a Recycling Division and a Packaging Division. The Company will create a PET cleaning and refining plant where located in the western United States (all 16 major North American PET recycling plants are currently located in the eastern United States or Canada). To be honest, Its initial capacity will be 46 million pounds, and it will utilize post-consumer bottle feed stock presently collected in California, Oregon and Washington States, which collect over 200 million pounds per year. The Company will be vertically integrated and utilize almost all of its recycled material in its Packaging Division and any surplus materials (clean flake) produced will be sold to outside companies. The extruded sheet may then be sold to manufacturers who will thermoform it into high-visibility packaging or use it in other high value added manufacturing operations. The strapping will be sold to companies who ship large packages or pallets, such as the lumber milling industry. The Company currently has commitments available from customers to purchase the entire product produced. MANAGEMENT Ben Braddock, President who has experienced since 30-years of history and related with encompassing all aspects of Polymer Raw Material, Plastic Conversion Methods, and Venture Development. Moreover, he has founded great ventures in the plastic converting industry, and assisted in the launch of five plastic converting manufacturing plants. In his personal life, Sam McGuire, Executive VP and COO, is a graduate Engineer with almost over 20 years experience in the post-consumer plastics recycling industry and is the inventor of the primary cleaning refining technology used in the process for this project. He has received a patent for his technology and has been directly involved in over twenty-five major post consumer plastics recycling projects. Carl R. Smith, CFO, has over 30 years investment and merchant banking and management experience. He has assisted in raising over $500 million and served as board member and/or officer in over 40 public and private companies. FINANCIAL SUMMARY Moreover, after a four month grow-up period to build the recycling and packaging facilities, buy equipment, and incorporate the business, Replay Plastics will begin a quick turnaround of product. Sales will begin in May, and with over $15 Million in sales the first year, we will see a first year net profit of $2.3 Million. The owners are investing $500,000 each, for a total of $1.5 Million, and are securing an $800K long-term loan. The Company is also looking an investment of $2,700,000 in order to begin operations. Then, these funds will be used for the purchase of one recycling line and one manufacturing line, for create of the plant facilities and for working capital. An outside investor providing this amount would receive 48% equity in Replay, and receive an IRR of 69% from simple dividends alone over the next 5 years. At the end of that period, we will consider a public offering of stock or a buy-out by a related business. Recent information on private sales of similar industry companies has indicated that transactions under $25 million have averaged 5.3 times EBITDA, while transactions in the range of $25-250 million have averaged over 7 times EBITDA. Further details can be found in the Financial Plan, below. 1.1 Objectives Sales passing $15 million in first year, $31 million in year 2, growing to $43 million. Gross margin of 35% or more in first year, 45% in second year then 50% or more. Net profit of 13% in year one, then exceeding 20% annually starting in year two. 1.2 Mission Replay Plastics is a generally manufacturing company dedicated to converting waste plastic materials into commercially viable products, utilizing environmentally friendly recycling and manufacturing methods. We intend to make enough profit to generate a significant return for our investors and to finance continued growth and continued development in quality products. We will also maintain a friendly, fair, and creative work environment, which respects diversity, new ideas and hard work. 1.3 Keys to Success The main keys to the success of the Company are: Secure Supply- Contract for supply of post-consumer bottles and post-industrial manufacturing waste for PET raw material feed stock. Marketing Contractual arrangements for the sale of virtually all initial production. Management Strong senior management with extensive, broad-based, industry-specific experience. 1.4 Potential Risks Unavailable or scarce raw material feed stock for production Replay is confident that it has secured good availability of low cost post-consumer PET bottles (feed stock) derived from post-consumer beverage bottles from California based recycling collectors, and has back up sources identified. Technology employed may be unreliable or unproven Replay will use a proven, patented technology that was developed by one of its principals for the cleaning and recycling phase. The extrusion division will employ commercially proven technology the industry is employing unique recycled PET technology which is used by prominent eastern U.S. manufacturers of PET extrusions. There may not be a market for the Companys products The Industry-wide experience of the Management Team has allowed them to identify markets for the Companys products. Their expertise and reputations have allowed them to obtain commitments for virtually all of the planned initial production. The location may not be near enough to markets The markets that have been identified are primarily in the western U.S., which will provide a distinct advantage to the Company because of freight costs and delivery timing. The Company may not be able to attract top management The Company has assembled a world class management team with proven ability and direct experience in the Companys market segments. Company may not meet environmental standards This environmentally-favorable venture provides for the development of technically feasible and economically viable solutions to PET plastic beverage bottle recycling, as well as environmentally aware in-house re-use practices which filter and return nearly all of the process water to the production lines. The Company may not be able to sell all of its production capability Through the Senior Managements industry-wide contacts, the Company has identified potential customers and received commitments for all of the production potential of the initial facility. Company Summary The Company will capitalize on the opportunities in the recycled resin and packaging markets through two main divisions: a Recycling Division and a Packaging Division. Recycling Division Using a patented process, the Company will create a PET cleaning and refining plant located in the western United States; we have chosen this region because all 16 major North American PET recycling plants are currently located in the eastern United States or Canada, despite western states favorable recycling attitudes among consumers. Its initial annual capacity will be 46 million pounds and it will utilize bottle feed stock from California, Oregon and Washington States, which collect over 200,000,000 pounds per year. The Company will become totally vertically integrated, and use all or almost all of its recycled material in its Packaging Division. Any surplus material produced will be sold to outside companies. Packaging Division We will create a plant (actual facilities to be shared with the Recycling Division) to manufacture extruded plastic roll stock sheet or high-strength strapping, employing state-of-the-art technology developed to utilize recycled PET resin. The extruded sheet will be primarily sold to thermoformers who will convert it into high visibility packaging, as well as laminators and fabricators. The strapping will be sold to commercial users for use as package or pallet strapping. The Company currently has commitments from customers to purchase all of the initial production capacity. Excess flake will be sold to outside customers. 2.1 Company Ownership Replay Plastics is owned by the initial founders, B. Braddock, S. McGuire and C. Smith, who are the proposed three executives of the operating entity. The plan was conceived and developed by these individuals, with the intent to apply their extensive experience and contacts in the industry to building a successful profitable corporation. 2.1.1 Potential Conflict Our COO, Mr. Sam McGuire, the inventor and patent holder of the recycling process to be used by the Company, is a principal in Company A of Chicago, IL. For many years, Company has designed, manufactured and assembled plastic recycling equipment, and has given us quotes on meeting our needs in this area. After a thorough investigation, Replay has found that Company A is able to source or supply the required equipment at considerably lower cost than any other company from which a quote was available. Mr. McGuire has disclosed that Company A has included a smaller than normal margin in their quote on goods they will manufacture, to cover overhead, contingency and profit which might result in a small benefit to him. They have agreed to source all of the equipment possible with no added margin. Replay has concluded that the savings available outweigh any other consideration and that we will purchase the cleaning and refining equipment from Company A. 2.2 Start-up Summary Our start-up expenses are budgeted at $210,000, which is mostly for on-site contractor services during facility preparation. $50,000 has been set aside for legal and accounting, $25,000 for special consulting that may be required during start up and $50,000 each for local engineering and lab equipment and supplies. $30,000 has been set aside as a contingency for the start up period. Our largest Start-up Requirement is the building of the recycling and extrusion facility. Its final value at completion is listed below as a long-term asset of $3,620,000 (excluding expensed items like consultants and engineering listed above). Aside from the building itself, we need $25,000 in machinery and fixtures, $500,000 of inventory (plastic bottle feed stock) and cash to cover us through the initial year. Start-up Funding Start-up Expenses to Fund $210,000 Start-up Assets to Fund $4,790,000 Total Funding Required $5,000,000 Assets Non-cash Assets from Start-up $4,145,000 Cash Requirements from Start-up $645,000 Additional Cash Raised $0 Cash Balance on Starting Date $645,000 Total Assets $4,790,000 Liabilities and Capital Liabilities Current Borrowing $0 Long-term Liabilities $800,000 Accounts Payable (Outstanding Bills) $0 Other Current Liabilities (interest-free) $0 Total Liabilities $800,000 Capital Planned Investment Founders $1,500,000 Investor $2,700,000 Additional Investment Requirement $0 Total Planned Investment $4,200,000 Loss at Start-up (Start-up Expenses) ($210,000) Total Capital $3,990,000 Total Capital and Liabilities $4,790,000 Total Funding $5,000,000 Start-up Requirements Start-up Expenses Legal Accounting $50,000 Stationery etc. $5,000 Consultants $25,000 Lab Equipment $50,000 Local Engineering $50,000 Misc Start up $30,000 Other $0 Total Start-up Expenses $210,000 Start-up Assets Cash Required $645,000 Start-up Inventory $500,000 Other Current Assets $25,000 Long-term Assets $3,620,000 Total Assets $4,790,000 Total Requirements $5,000,000 Products Replay Plastics will utilize two processes in the same facility to produce: Cleaned and recycled plastic PET flake (RPET), recovered from post-consumer beverage bottles and manufacturing waste produced by its sheet customers Extruded roll stock sheet PET. Extruded PET high-strength strapping for securing large packages or pallet loads; each using 100% RPET produced in-house 3.1 Product Description Roll stock sheet will be sold to custom thermoformers primarily to be used to produce high-visibility packaging. It will also be sold to manufacturers of laminates and fabricated plastic products. High strength PET packaging strapping is used to secure packages or pallets in such industries as lumber milling and corrugated and other paper production. Both products will be extruded from post-consumer polyethylene terephthalate (PET) bottles. The recycling programs in California, Washington and Oregon collect in excess of 200,000,000 pounds of PET bottles per annum. Replay initial capacity will be 46,000,000 pounds. Using a patented process, Replay will clean and refine the PET material from the post-consumer bottle stock and post-industrial manufacturing waste. The PET flake resin produced will be extruded into roll stock sheet or high-strength strapping. Although the Company expects to convert all of its bottle feed stock into extruded products, any surplus flake will be sold to outside manufacturers. 3.2 Competitive Comparison While quality and delivery are important factors to our potential clients, price is most often the determining factor in a buying decision. Good-quality packaging products manufactured from recycled (less expensive) resins, as close as practical to the end customers operations, will be most competitive and achieve a significant market share. These factors have helped to determine the business parameters of Replay Plastics. 3.3 Sourcing In excess of 200,000,000 pounds of post-consumer PET beverage bottles are collected and available as feed stock for manufacturers who can re-process this material into commercial products. The Company has excellent relations with the firms and associations that collect and distribute these materials and has been assured that its requirements will be available for the foreseeable future. The Company has entered negotiations with a California based source of post-consumer bottles and is confident that sufficient volumes are available on a contract basis from this source to satisfy its requirements. In addition, the Company intends to purchase production waste from its sheet customers and blend it into its feed stock. Currently, the majority of the post-consumer PET bottles collected in California, Oregon and Washington are exported to China. The Chinese have absorbed the amounts surplus to the use in North America. Their interest has kept the industry in the position of being able to maintain a steady price range for this bottle stock. A significant percentage of all sales of such bottle stock are managed by Plastics Recycling Corporation of California (PRCC), an industry funded marketing agency which operates similarly to a co-operative. They accept bids from potential buyers on behalf of the firms which act as consolidators, which accumulate stocks from the smaller, individual bottle-recycling depots. Some amount of the available stocks are regularly bought by recyclers in eastern North America who focus on the carpet manufacturers who use RPET resin in their process, but the high cost of transport from the western U.S. makes eastern sources more desirable. Replay has a good relationship with Company B, one of the larger consolidators in California. Company B has indicated a desire to contract to supply Replay with all of its raw material needs. They prefer to deal with a local consumer such as Replay, rather than the uncertainty and extra preparation requirements of the export market. There are other sources of post-consumer feed stock known to Replay, and we are confident that we will have sufficient materials available for our production needs. 3.4 Technology Sam McGuire, a key member of our Management team, is one of the original innovators of cleaning and refining technology for post-consumer PET, and we will be utilizing his patented process in our recycling facility. Sam has worked in the establishment and operation of facilities employing similar technologies over the last several years. On the manufacturing side, Management has been an integral part of the advancement of industry practices over the last twenty years or so, and includes in their knowledge base most, if not all, of the state-of-the-art available equipment and manufacturing techniques. Market Analysis Summary Strong demand for recycled plastics is working in the industrys favor. Major users of plastic packaging, apparently responding to consumer desires, have begun incorporating at least some recycled plastic content in their products as part of the growing interest in recycling. Recycled resin demand is on the rise as prices for the two major recycled resins, PET and HDPE, continue to hold value or appreciate against their virgin counterparts. In volume, PET is currently the number one recycled resin. Supply of recycled PET is in excess of 800 million pounds per year. This figure is expected to grow, reaching over 1 billion pounds during the next few years. The plastics industry has developed new markets and applications for recycled resins from both post-consumer and post-industrial sources. PET leads the recycled recovered resins as the most visible and valuable, and its use is increasing. Of the total 3.7 billion pounds of PET consumed in 1997, just 16% was from recycled sources. Of the more than 90 billion pounds of plastics produced annually in the United States, less than 5% is from recycled sources. Plastics, after aluminium, represent the second highest value material in the waste stream and have the highest projected growth rate. Markets and uses for recycled plastics are rapidly expanding. Plastic containers are being collected at the curb for recycling in nearly 500 communities, representing more than 4 million households. U.S. demand for recycled plastic will continue to expand and new markets will develop as technologies permit the efficient segregation and reprocessing of high-purity resins. Improved quality of resins, environmental issues and higher prices for virgin resin will contribute to growth. Packaging is expected to be the largest market segment for recycled plastics, with sheet and lumber following. Surveys indicate that Americans are increasingly willing to collect and separate discarded packages, foregoing a degree of convenience to make products more disposable, and even paying a premium for a recycled item. Increasingly, communities are refusing to consider incineration until every effort is made first to recycle; public sentiment is strongly in favor of products that can be recycled or are made of recycled materials. In recent years, the household recycling rate of PET bottles has more than doubled to 30% of all PET soft drink bottles sold. In fact, PETs recycling rate is the fastest growing among all beverage containers. The future of PET recycling is even brighter than it has been in the past. PET intrinsic scrap value is second only to aluminium among container materials. The plastics industry has launched a research and development program aimed at increasing PET recycling. According to the U.S. Environmental Protection Agency (EPA), plastic soft drink bottles account for approximately 2% of the solid waste discarded in America. The EPA has set a national goal to recycle 25% of the municipal solid waste stream and the industry is committed to achieving its share of that important g oal. The recycling industry intends to accelerate the rate of plastic recycling as part of its commitment to develop solutions to the solid waste problem. Industry analysts have projected that 50% of all PET containers will be recycled by the year 2007. More plastics will be recycled annually than any other recyclable material. Replay believes a significant answer to Americas waste problem lies in creating high value, recycled thermoformable sheet and other extruded products for the packaging market. Although more than 200 million pounds of PET post-consumer materials are collected in the western United States each year, there is presently no local cleaning and refining facility converting the bottles into resins suitable for re-manufacturing. Originally, recycled PET (RPET) was used primarily in the carpet fiber industry, which is located along the eastern seaboard. The early development of the RPET industry was therefore focused in the eastern USA, with eastern states adopting the first bottle deposit laws that resulted in collection of post-consumer bottles that can be recycled. Recently, California, Oregon and Washington have adopted bottle deposit programs, and accumulation of recyclable materials in those states has begun. With all of the cleaning and recycling plants and the majority of consumers traditionally located in the eastern part of the country, development of consumers of recycled flake and down-line products, such as film and sheet, has been slow to develop in th e West. A strong demand for post-consumer bottles from Asia has prevented the buildup of inventories and reduced the pressure for the collection industry to find or develop western markets. There is currently no independent extrusion plant of recycled polyterephthalate (PET) sheet in the western United States or Canada that services the roll stock requirements of major custom and proprietary formers. With the development of the recycling industry for PET starting in the eastern part of the country, and the preponderance of consumers of sheet there as well, development of independent extrusion facilities using RPET has been slow to develop. It appears that in order to attract such companies, local sources of RPET would have to available. While there are customers in the West for the products, contracting a supply and shipping it from the East makes the venture unattractive. Our founders recognize that an opportunity exists and propose a vertically integrated conversion facility that will employ state-of-the-art technologies to produce extruded sheet and high strength strapping from 100% recycled PET post-consumer bottle stock, cleaned and refined in our own facility. 4.1 Target Market Segment Strategy The Company has chosen its target markets because recycled PET (RPET) is in high demand as flake resin by converters, as roll stock sheet used to produce high visibility packaging and as high strength strapping for the lumber industry. Sales are price-sensitive, so that proximity to markets and feed stock source provide a competitive edge. Replay Plastics identified an opportunity to take advantage of both circumstances in the western United States.

Macbeth Essay -- essays research papers

Compare and Contrast: Macbeth and Lady Macbeth Ambition, the world’s driving force to achieve their goals. Ambition is a characteristic of human nature, which, if expressed in an evil manner, can turn the entire person evil. Macbeth and Lady Macbeth are great examples of these types of people. In William Shakespeare’s Macbeth, they are torn apart due to their excessive hunger for power.   Ã‚  Ã‚  Ã‚  Ã‚  Both Macbeth and Lady Macbeth have a driving ambition that turns each of them into a spiral of guilt and evil. They are both very stubborn and set in their ways this is proven when Macbeth does not want to change his mind about killing Duncan. Their thriving ruthlessness combined is almost unstoppable, and it is their fuel to commit the terrible deeds that they do. Though they are similar in many ways, they also have many differences, which include the changing of power throughout the play. The relationship between Macbeth and Lady Macbeth is a very close but a rather strange one. There are a lot of things that Macbeth does not understand about Lady Macbeth, that she knows about him, for example, she knows his weakness of character and his strengths. At the beginning of the play Lady Macbeth is the stronger of the two. Although it was the witches who told Macbeth he will be king, it was Lady Macbeth who uses her art of persuasion, and knowledge of Macbeths weaknesses, to make him kill the king. Lady Macbeth uses persuasion, another factor that helps her over p...

Psych Profile of Kennedy

During one of the most tumultuous times in United States history, our president John F. Kennedy exhibited his decision making style and leadership qualities such as vision, delegation, focus, and ambition. His term was short lived, lasting only two years and ten months, but in that time he made a great impact on the United States and even the world. He was so important because he was a great leader in a time when the United States was in dire need of one. John F. Kennedy’s leadership qualities and decision making style reflected in the ways he responded to such events as The Cuban Missile Crisis and The Bay of Pigs Invasion. John F. Kennedy was a strong president; he showed vision, decision making style, and delegation through his enactment of policies and the decisions he made while he was president. These three aspects of his character provide a framework for how he handled situations. â€Å"'Vision' mobilizes external support for the leader's overarching goals, and charts out a national direction. ‘Decision making style' focuses on the ‘internal', process-oriented aspects of leadership. The Delegation factor assesses what competence and perspectives that will bring input into the decision-making which will carry out the vision. Kennedy was concerned with the national security of the country and did everything he could to ensure the safety of its people. One of the decisions carried out by John F. Kennedy was the Bay of Pigs Invasion. The Bay of Pigs Invasion was an invasion of the Bay of Pigs in Cuba by special CIA trained Cuban exiles in an attempt to overthrow Fidel Castro. The decision was ultimately made by John F. Kennedy and it failed in just a couple of days. Many men had died and others were taken as prisoners of war. Kennedy would eventually have to negotiate for the release of well over 1,000 survivors. The invasion failed for a number of reasons. Kennedy’s Presidential advisory committee made six false assumptions regarding the Bay of Pigs Invasion: no one will know that the United States was responsible for the invasion of Cuba, the Cuban air force does not pose a threat, the Cuban exiles have high morale and are willing to carry out the mission without any support, Castro’s army is weak, the invasion will spark a revolution among people in Cuba, and if the brigade doesn’t succeed then they can retreat to the Escambray Mountains. Kennedy admitted later that he had his doubts about the mission but kept them to himself. â€Å"†How could I have been so stupid?   President John F. Kennedy asked that after the Bay of Pigs fiasco. He called it a â€Å"colossal mistake. †Ã‚  It left him feeling depressed, guilty, bitter, and in tears. One historian later called the Bay of Pigs, â€Å"one of those rare events in history — a perfect failure. â€Å"† So why then, did Kennedy not voic e his concerns? There was an underlying force that was apparent while Kennedy was discussing the invasion with his advisors, it is known as Groupthink. Irving L. Janis wrote a book explaining group think and failures that occurred in history as a result of it, The Bay of Pigs invasion being one of them. Janis describes Groupthink as â€Å"An excessive form of concurrence speaking among members of high prestige, tightly-knit policy making groups. It is excessive to the extent that the group members have come to value the group (and their being part of it) higher than anything else. This causes them to strive for a quick and painless unanimity on the issues that the group has to confront. To preserve the clubby atmosphere, group members suppress personal doubts, silence dissenters, and go along with the general consensus of the group. † This theory of groupthink has affected many groups in history negatively. Had groupthink not been present then the Bay of Pigs Invasion may not have even happened. All it would’ve taken was for the closed mouth president to speak up and voice his opinion about how it could go wrong. Mongar argues that it appeared as though â€Å"Kennedy experienced difficulty separating the administrative and political functions of the presidency, which would have been understandable in view of the fact that the Bay of Pigs was his first important political decision. † As far as the Bay of Pigs is concerned, Kennedy started out as a simple decision maker or foreign policy leader. He would since become a more complex decision maker, using carefulness and strategy to implement policies and decisions. Kennedy later revised his group decision-making process to encourage more dissent and debate. This change would later help to avert a potential nuclear disaster. Even though the Bay of Pigs Invasion turned out to be a complete failure, Kennedy demonstrated that he was ambitious. He was a new president and wanted to start off strong, so given the opportunity to attempt to overthrow Fidel Castro, he took it. This showed in his actions following the invasion as well, for he had to negotiate for the lives of over a thousand survivors or POW’s that were captured during the failed invasion. The psych or individual attributes of any given leader are important in the decision making process. Some situations even encourage leaders to fuse their own attributes with the problems they’re dealing with. The Cuban Missile Crisis can be attributed as being one of those occasions. The Cold War Rivalry had been extremely high between America and the Soviet Union for years. The Cuban Missile Crisis was an event that had the entire world standing in fear and attention. In October of 1962, aerial photos showed Soviet nuclear missile sites that were armed in Cuba. If the program were to continue, their nuclear warheads would be able to reach most of the United States. John F. Kennedy’s first inclination was to launch an air strike to take out the missiles; but upon further speculation and debate with his advisors he concluded that it would be a poor idea, thinking back to the debacle of the Bay of Pigs Invasion. He instead decided to use soft power through negotiations and blockades. Soft power is the use of alternatives to military conflict such as treaties, negotiations, and policies. Kennedy was offended by what he believed were false assurances from Khrushchev that the Soviet Union was only introducing defensive weapons to Cuba as a means to defend the country from a potential attack from America. Kennedy said that the missiles would have to be removed because he did not want it to have a negative effect on the â€Å"global political balance. He took the action of making a quarantine or blockade around Cuba, which was considered an act of war but he did not think that the Soviet Union would launch an attack from a mere blockade. What this meant was that every ship entering or leaving Cuba was to be inspected by the U. S. Navy, mainly for offensive weapons of any kind. The failure that Kennedy faced from the Bay of Pigs Invasion was not something that he was willing to face a second time , especially since in this case it could mean the fate of the world. He was diligent and focused in his plan with the Cuban Missile Crisis. â€Å"†¦Kennedy's succorance need and his obsession for competence: demonstrable expertise. In general, the implementation groups brought together in crisis situations were superior to any the White House has ever known. The indirect effects were largely cognitive, involving the manner in which his operational regulators structured and expectations of his advisers: Kennedy's pessimism about he probability of failure sharpened their sense of professional craftsmanship and dedication to sound judgment; his sense of caution produced a reluctance to act prematurely which usually gave them more time to work; his natural skepticism encouraged them to thoroughly question every conclusion and item of information encountered. † This shows that through Kennedy’s personality traits, he was able to influence the people around him and thus making everything run smoothly. He had a sense of caution and thoroug hness that enabled him and his advisors to handle the situation without any hiccups.

Social Responsibility and Managerial Ethics Essays

Social Responsibility and Managerial Ethics Essays Social Responsibility and Managerial Ethics Essay Social Responsibility and Managerial Ethics Essay Sneirson, J. F. (2011). Beyond Profit: Rethinking Corporate Social Responsibility and Greenwashing After the BP Oil Disaster. Tulane Law Review, 85(4), 983-1038. Retrieved from EBSCOhost. Lefter, C. C. , MureSan, L. L. (2010). THE ETHICAL AND SOCIALLY RESPONSIBLE BEHAVIOR OF THE COMMERCIAL COMPANIES. Bulletin of the Transilvania University of Brasov. Series VII: Social Sciences. Law, (52), 207-212. Retrieved from EBSCOhost. Lin-Hi, Nick (2008). Corporate Social Responsibility: An Investment in Social Cooperation for Mutual Advantage, Wittenberg Center for Global Ethics Discussion Paper, 2008-6. Porter, M. E. , Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92. Robbins, Bergman, Stagg, Coulter (2008). Management, 5th ed. , Sydney, Australia: Pearson Education. Snow, D. (2005, September 14). Green is good. Sydney Morning Herald. Retrieved September 14, 2005, from smh. com. au/news. business/green-is-good/2005/09/13/112637712729. htnl