The Process of Formulating Policy

Lindblom’s Incrementalism Incrementalism is the process of formulating policy by aggregating the minute units of the policy to come up with comprehensive policy. Lindblom used the example of a manager who is supposed to formulate policy on inflation (79). The manager would have to aggregate all the values that affect inflation and then come up with policy using these values (Lindblom 79). The manager would then analyze the policy available and take advantage of the available policies to come up with a comprehensive framework (Lindblom 79).Advertising We will write a custom case study sample on The Process of Formulating Policy specifically for you for only $16.05 $11/page Learn More The barrier to significant policy change in Lindblom’s incrementalism theory is the fact that policy makers and analysts limit their scope to what is comprehensible to the users. They aim at simplifying the policy for the users rather than coming up with compreh ensive policy that may be difficult to understand. Lindblom intimates that the policy makers in the western democracies use incremental methods to formulate policy for the purpose of remaining relevant as well as simplifying the process of policy formation. Therefore, policy makers aim at coming up with policies that will not affect the ability of the users to understand. However, in this paper analysis of policy, Lindblom says that whatever might be seen as a minute change by one person may be seen differently by another (298). In this light, the other barrier to significant policy change is the view of policy users. Change in policy is dependent on the public attitude (Lindblom 85). Political scientists are of the opinion that the survival of democracy in the United States is dependent on fundamental agreement on sensitive issues (Lindblom 85). Therefore, if the users do not accept a change in policy, there will be no change in policy. For policy to change significantly there must be a great passage of time. Policy changes are gradual and occur over time. This is because the policy makers use old policies to formulate new policy. Lindblom explains that policy analysts and policy makers compare the existing policy with the old policy to come up with policy that is relevant over a given period (79). In the process, policy makers end up changing only a fraction of the policy available since most of the policies remain relevant over a long period time. Users of such policies may only notice a small change in the general policy but for the users to realize that a significant amount of change in policy a great deal of time must have passed. Therefore, for significant changes in policy to occur and be noticed by the users, a significant passage of time is necessary.Advertising Looking for case study on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Kingdon’s Streams Model According to this theo ry, the barriers to significant policy change include goal specification and changing goals. Problems and preferences are relatively not well known by the policy makers (Zahariadis 75). Therefore, policy makers find it hard to select an alternative that would yield maximum benefit (Zahariadis 75). The major challenge under the concept of ambiguity is that policy makers do not know what the problem is (Zahariadis 75). The definition of problem is always shifting and vague (Zahariadis 75). Policy formulation is extremely complicated due to various reasons due to the differences in understanding among individuals. Sometimes these differences may contribute to lack of clear goals thus leading to shift in goals. Due to these problems, the policy formulated may be vague in terms of language, ambiguous, and contradictory. Policy makers also have the responsibility of filling gaps in policy. These gaps may or may not align with the intentions of the policy maker. If the gaps to be filled do not coincide with the intention of the policy maker then there is likelihood that the goals will not be specific. According to Zahariadis, for significant policy changes to occur, there must change in time (75). Time is unique and scarce and the primary objective of decision makers and policy is to manage time effectively (Zahariadis 75). It is reasonable to pursue policy-making decisions that may be irrational but can last through time (Zahariadis 75). Therefore, with this in mind the only way that policy can change effectively is through change in time. As time changes the interests of the people may also change. Therefore, changes in interest may also account for significant changes in policy. Kingdon’s adaptation of the garbage can model has incorporated ideas-versus-interests dilemma (Zahariadis 78). Therefore, changes in interests of the policy users may account for significant changes in policy. According to Zahariadis, the big political events are usually connected t o the small/ narrow sectional development in specific way (78). In this light of events, we can notice that significant policy change is highly dependent on the narrow or small ideas of users in different sectors of an organizational unit. Baumgartner and Jones’ Punctuated Equilibrium Punctuated equilibrium as used in policy is a theory that advances the notion that most policies will exhibit little or no changes for an extended period of time. In case the changes in policy occur, it is generally restricted to specific areas in the policy thus creating new policy that is completely different from the first.Advertising We will write a custom case study sample on The Process of Formulating Policy specifically for you for only $16.05 $11/page Learn More The barriers to policy changes in this model are the conservative nature of organizations, the restricted cognitive nature of human, and vested interest. The conservative nature of organizations expl ains how organizations and states are unwilling to change their policies over a given period of time. The policy makers remain sticky for a continued period of time until something happens to change their culture. In case of vested interest, the policy may remain stagnated for a while because it serves the interest of several people or groups. Baumgartner and Jones in their article â€Å"Punctuated Equilibrium in politics† explained this concept using the idea of policy monopolies (6). Every individual group and entrepreneur has his or her personal interest. Therefore, a monopoly in politics deals with policy of personal interest since no one likes competition (Baumgartner and Jones 6). Due to these interests, significant policy changes are hard to come by. Another reason for lack of significant changes is due to the limit in human knowledge. Policy will remain in the same stagnant stage until human gains knowledge or recognizes a need for change in policy. For policy to chan ge there must be humongous shifts in societal views or changes in government. It is logical that without change in societal views the policy may remain the same since they would have no qualms about the existing policy. The policy would be serving its purpose because the knowledge of the society is limited. However once the views of the society changes and they see that the policy is no longer serving its purpose significant changes are bound to occur. Another factor that may lead to significant changes is the shift in governance. Once the policy makers change policy is bound to change due to the fact that the new policy makers will want to serve their personal interests. If the previous policy does not serve, the interest of the new policy makers there will be a shift in policy thus a significant change to accommodate the interest of the new policy makers. Sabatier and Jenkins-Smith’s Advocacy Coalition Framework Advocacy coalition is the process where a group of individuals come up together to support specific policy change. According to Sabatier and Jenkins-Smith’s the idea of policy change is influenced by political scientists (14). Scholars have clearly demonstrated that the political scientists are not necessarily as neutral as they may be viewed neither are they indifferent to policy changes; instead these political scientists are members of coalitions that may or may not support policy changes.Advertising Looking for case study on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More The degree of their support and the level of coalition determines how the policy changes. Therefore, policy changes are affected by cognitive limits of the political scientists. Significant policy changes may only occur if the political scientists recognize the need to change the policy and act in a collected effort to change the policy. Otherwise, changes in the core of matters of the policy are not susceptible to changes unless there are serious anomalies in the policy. Major policy changes occur in the core aspects of policy in case of very great anomalies in the policy. Where the policy experiences great anomalies, the political scientists may at as a unit to ensure that the policy is changes to suit its purpose. The levels of agreement among the political scientists needed to institute policy change vary across different governments. Hierarchically superior systems and coalitions may try to change the policy core of subordinate coalitions or levels. Policy core may change subst antially in cases where the fundamental perceptions of the policy makers change. For example, a change in basic priorities of the policy users may institute changes in the general policy core. Sabatier and Jenkins-Smith’s believed that the increase in support for environmental pollution lead to passage of the 1970 policy amendment (14). Moreover, serious problems in the policy may cause the policy makers to reconsider their stand on certain policies and change them. Deep core policies are hard to change it takes a lot of effort to change the deep core policies. Changes in deep core policies may change due to changes in beliefs of individuals and the political scientists. Like religious beliefs deep core policies are rooted in the systems and changes can only occur if the masses agree that the policy need to be changed. Therefore, for deep core policy to change there must be change in human nature, change in the priorities of the ultimate values, and a change in the socio-cult ural identity of the community. Changes in the secondary aspect of policy may occur significantly if there is a problem in the specific aspect. The political scientists must view this problem as serious enough in order to support significant policy changes. In addition to this, secondary aspects of policy may change due to administrative decisions. The administrators may collude to change policy n order to serve personal interests. Works Cited Baumgartner, Frank and Jones, Bryan. Punctuated Equilibrium in Politics. Colorado: Westview, 1999. Print Lindblom, Charles. â€Å"Analysis of Policy.† Public Administration Review, 19.2 (1958): 298-299. Print. Lindblom, Charles. â€Å"The Science of Muddling Through.†Public Administration Review, 19.2 (1958): 79-88. Print. Nikolaos, Zahariadis. Ambiguity, Time and Multiple Streams in Theories of Policy Process. Colorado: Westview, 1999. Print Sabatier, Paul and Hank, Jenkins-Smith’s. Advocacy Coalition Framework: an Assess ment. Colorado: Westview, 1999. Print This case study on The Process of Formulating Policy was written and submitted by user Leilani Pennington to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

McDonalds Company Corporate Social Responsibility

McDonalds Company Corporate Social Responsibility Competition is an integral part of any firm’s functioning; the choice of the means, strategies, and tools to enhance the firm’s competitive advantage is often the key to understanding the roots to its success or failure, as well as the issues connected with its competitive behavior.Advertising We will write a custom essay sample on McDonalds Company Corporate Social Responsibility specifically for you for only $16.05 $11/page Learn More Every business owner wants to be successful, and wants to receive the highest revenue possible. Nevertheless, there are always certain limitations, requirements, and factors that produce a complex influence on the firm’s functioning and predetermine its profitability. Business stakeholders should always keep in mind that the firm cannot function in an isolated way; the strategic success of any company depends first of all on the way it attracts customers. One of the effective tools to improve communicatio n with customers, to raise the corporate image and reputations, and to preserve a positive social image, is to get actively involved in the corporate social responsibility (CSR) issues. They are nowadays recognized as one of the dominant factors affecting the company performance; CSR has become particularly important under the conditions of the modern economic crisis when large corporations cooperate with worldwide NGOs and governmental authorities in order to help states overcome the problems of unemployment, hazards to health, and inequality of people (Royle 2005, p. 42). The majority of large and successful corporations pose corporate social responsibility as one of their top priorities in business operations; it is evident that this way they manage to cater for their customers and to create the constant, stale, and reciprocal relationships with their clients. In case corporate social responsibility standards are kept to, there is always much more customer confidence loyalty. As in case with McDonalds that is the subject of the present paper, the mission statement of the company clearly states that the main task of the company is to create unique and unforgettable experiences for their customers (McDonald’s Corporate Responsibility Values in Practice). The present mission statement is clearly customer-focused, which will surely create a positive feedback from customers feeling that they are valued.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is true that the core assumption lying in the basis of the Porter’s model is that the industry structure produces a strong and inevitable influence on the firm’s performance. The five forces outlined by Michael Porter include the threat for businesses because of the entry of new market participants, the intensity of rivalry firms experience inside the market segment, the pressure from prod uct substitutes or very similar products of rivals, the bargaining power of buyers and suppliers (Ormanidhi Stringa 2008, p. 57). Therefore, engagement in CSR activities falls within the framework of ‘intensity of rivalry’ – all fast food leaders in the field have strong positions, and they can easily survive even under the conditions of fierce competition. McDonalds is the $40 billion company that employed about 1.6 million workers worldwide in 2005, and reported serving 46 million of customer a day (Royle 2005, p. 45). McDonalds has been involved in the corporate social responsibility activities for a long time, since its administration realized the potential for the corporation in the socially responsible approach. Even upon a glance at their CSR philosophy, one can assume that McDonalds provides 10% of Americans with their first job, and has become the number one job training center in the USA, which creates a highly positive reputation and image for the com pany and improves its position regarding its competitors (Royle 2005, p. 45). There is a great number of corporate social responsibility activities in which McDonalds is currently involved; upon viewing its social responsibility page at the official McDonalds website, one can see that there are the following CSR activities McDonalds pursues: Proper care about nutrition and well-being of customer Expanding the food menu for children with proper attention paid to their unique needs Education and information provision about useful nutrition Implementation of the forestry policy Popularizing environmental considerations on product packaging Provision of financial and volunteer support for Ronald McDonald House Charities (RMHC) Proliferation of volunteer activities through an online management tool Publicizing all production and transportation processes through the â€Å"from Farm to Front Counter† program (McDonalds Corporation Worldwide Corporate Responsibility 2010 Report 2010 , pp. 6-10). It is not only a strong focus on the customer satisfaction but also considerations of profitability that make the CSR activities of McDonalds effective. There is a feasible contribution that McDonalds makes to the economies of the countries in which its major markets operate, such as the USA; for example, the expenditures for philanthropic activities in 2006 constituted $13.6 million, while the 2009 figure equals $19 million.Advertising We will write a custom essay sample on McDonalds Company Corporate Social Responsibility specifically for you for only $16.05 $11/page Learn More The McDonalds Corporation paid $493 million of social taxes in 2006, and the figure rose to $568 million in 2009 (McDonalds Corporation Worldwide Corporate Responsibility 2010 Report 2010, p. 10). However, at the same time the corporation experiences substantial gains deriving from the introduction of CSR initiatives. For instance, the electricity consumption rates ha ve decreased considerably to the level of 1.689 kWh/TC, 100% of meat-producing plants go through thorough certification and analysis, and more than 90% of employees receive their professional certification in the McDonalds-owned Hamburger Universities (McDonalds Corporation Worldwide Corporate Responsibility 2010 Report 2010, pp. 7-10). The popularity of CSR activities has been realized by all leaders in the fast food market, which is proven by the active engagement in such actions by other US leaders in the fast food industry such as Burger King, KFC, and Pizza Hut (Royle 2005, p. 45). The present observation supports the claims of Ormanidhi and Stringa (2008) about the applicability of the Porter’s Five Forces model to the assessment of CSR activities as well, since they contain the element of competition for the customer loyalty as well. The deep involvement in community work, volunteer work, and other types of CSR activities called philanthropic activity by the company ar e first of all driven by the effort to reduce the negative impact of such Porter’s force as ‘pressure from substitutes’. There is a clear indication on the emphasis put by the company administration on authenticity of their products and services. Even their mission statement claims about the creation of unique customer experiences for each single client coming to a McDonald’s restaurant. In addition, the business objectives published at the official side of McDonalds indicate the wish to take care about customers’ health, and to place their customers and commitment to them to the core of their corporate values. Obviously, it is a clearly beneficial competitive strategy, since the principle of ‘stakeholder democracy’ is fully retained at each level of the corporation’s functioning (Royle 2005, p. 42).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another popular CSR activity that McDonalds has implemented only recently is the online discussion blog â€Å"Open for Discussion† initiated by the company in order to engage in closer and more active communication with customers and stakeholders on health and environmental issues (Fleck, Fieseler, Meckel 2009, p. 1). It is an experimental form of communication between the complex body of an organization and its stakeholders that proved highly successful and beneficial in terms of ensuring the implementation of corporate business objectives, tracking customer satisfaction, and monitoring the feedback received from customers as well. The present feature of the McDonalds CSR activities is also directed at reduction of the ‘pressure of substitutes’ factor from the Porter’s five forces model of competition. There is a clear advantage in communication tools that McDonalds employs, and the CSR activities it undertakes provide the corporation with a confident co mpetitive advantage, and customer loyalty in the industry with very easy entry conditions. Arriving at a conclusion in the discussion of McDonalds CSR activities ensuring its sound competitiveness in the market of fast food, one should assume that the company has chosen the correct focus of its CSR initiatives, and manages to secure its leading place in the global fast food production and service. The competitive business strategy of the company is highly adjusted to the current needs of all stakeholders, including investors, shareholders, customers, and international controlling institutions. The business strategy of McDonalds is focused on environmental protection, care about health and well-being of clients, education for staff, and adjustment to customer needs. The company also ensures transparency of its processes (e.g., through the â€Å"From Farm to Front Counter† manual). In the industry offering more or less standardized and comparatively cheap products, the present strategy wins a leading role, positive reputation, and beneficial social image for McDonalds, ensuring its profitability and diminished impact of Porter’s five forces of competition. References Fleck, M, Fieseler, C, Meckel, M 2009, ‘Micro-Dialogues in Cyberspace – McDonalds Blogging Efforts in Communicating Corporate Social Responsibility online. The 59th Annual Conference of the International Communication Association, Chicago, IL. McDonald’s Corporate Responsibility Values in Practice 2011, McDonalds Official Site. Web. McDonald’s Corporation Worldwide Corporate Social Responsibility 2010 Report 2010. Web. Ormanidhi, O, Stringa, O 2008, ‘Porters Model of Generic Competitive Strategies: An insightful and convenient approach to firms’ analysis’, Business Economics, July 2008, pp. 55-64. Royle, T 2005, ‘Realism or idealism? Corporate social responsibility and the employee stakeholder in the global fast-food industry†™, Business Ethics: a European Review, vol. 14, no. 1, pp. 42-55.

5 Animals That Inspire Canine Connotations

5 Animals That Inspire Canine Connotations 5 Animals That Inspire Canine Connotations 5 Animals That Inspire Canine Connotations By Mark Nichol The characteristics of canids have long been applied to characterize humans, as this discussion of words and expressions based on the names of various canine species demonstrates. 1. Coyote A slang term for a person who guides illegal immigrants into the United States (usually from Mexico), rather than a term based on behavior, coyote nevertheless suggests at best a person who profits from the desperation of others and at worst cheats or misleads his or her clients or endangers their lives. 2. Dog Dog is an insult comparing a person to the animal in terms of its worst characteristics, such as laziness or groveling, though it may also indicate (perhaps grudging) admiration, as in the statement â€Å"You lucky dog.† To go to the dogs is to decline in health or condition; to hot-dog is to show off. Somebody who puts on the dog affects stylishness or sophistication. Dogged describes stubborn determination, but dog-eat-dog behavior is treacherous behavior, suggesting the members of a pack of dogs turning on each other. Hound, a term for a particular class of dog bred for hunting, is sometimes used to label an unpleasant person, although the term may also apply to someone who doggedly pursues something, as in chowhound for a person avid about eating. 3. Fox Foxy enjoyed a brief heyday as an adjective to describe sexual attractiveness, but it has had a much longer tradition in the sense of â€Å"cunning, crafty.† To say that someone is crazy like a fox, meanwhile, means that the person is craftily feigning insanity to some end. 4. Jackal Someone who serves another menially or to unsavory ends, or abases oneself, is sometimes referred to as a jackal. 5. Wolf Lecherous or sexually aggressive behavior in men is often compared to the predatory nature of a wolf. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:What Is Irony? (With Examples)List of 50 Great Word Games for Kids and Adults"Wracking" or "Racking" Your Brain?

Conflict management and negotiation Essay Example | Topics and Well Written Essays - 1500 words

Conflict management and negotiation - Essay Example In almost every task,preparation spells the difference whether the task has a big chance of being a success or coming out as a failure,A good plan means that the communicator is able profile the other person to acquire as much information as possible on how to interact with that person that would bring about the best results Furthermore, during the course of a conversation for negotiation or conflict management, a good communicator should be aware of the reaction of the other person. Just like Newton's Third Law of Physics, â€Å"for every action there is an equal and opposite reaction† (Bonito, 2004, p. 705). Reactions could range from verbal to non-verbal cues. After a conversation, the communicator should be able to reflect on the ways he or she is able to converse with the other person (Gross & Alberts, 2004, p.252). What went wrong? What was good? How can things be improved? Furthermore, a deeper reflection would have the communicator realize the many possibilities of how the words would be absorbed by the other person (Bonito, 2004, p. 706). Completing this process would eventually result in better communication skills for the person, particularly in terms of negotiation and conflict management. This paper aims to analyze the responses from the questionnaire and come up with a reflection on improving the weaknesses in the cognitive communication competence of the respondent. COGNITIVE COMMUNICATION COMPETENCE 2 Summary of Responses Planning Cognitions Questionnaire answers show that planning cognition is not the strongest ability of the respondent. However, it is also not weak. Diction, tone of voice, and facial expression appear to be the primary concern in approaching another person. â€Å"What the others are thinking or talking about?† appears to be the key question in the planning process. This is a safe approach because it shows that the respondent considers the other person before starting a conversation. The downside here is that the respondent could be considering the other person too much, which could affect the planning process. Modeling Cognitions Upon review of the responses, this appears to be one of the strengths of the respondent. The respondent shows a sharp skill in sizing up the situation and the reactions and responses of the people involved in the conversation. This is obvious in group conversations, where the respondent shows a great ability to detect whose approval to immediately gain in the group. There is some sort of a political sense at play during this process, where the respondent is smooth in the subtle skill of â€Å"divide and conquer.† Presence Cognitions This appears to be one of the respondent's strengths in communication and negotiation. The respondent is able to proactively think of the next step even before everyone else has moved forward. This stems from the respondents ability to size up the environment and the people involved in the conversation. Rebuttals to arguments are almost non-existent, because they are answered before they are even expressed. The respondent also knows how to inject his/her COGNITIVE COMMUNICATION COMPETENCE 4 position by subtle control of the flow of conversation. Reflection Cognitions The respondent shows a need for improvement in this area. After every conversation, a thorough reflection of what occurred should immediately follow. This would ensure a better interaction the next time he or she encounters the same people, especially if about the same topic. Moreover, the respondent should also reflect on the image he or she is able to portray to others. No process is perfect as it is, and a constant desire to learn from what has transpired is a good characteristic for continuous development. Consequence

The movie battle in seattle compared to realbattleinseattle.org Essay

The movie battle in seattle compared to realbattleinseattle.org - Essay Example For example, the movie illustrates the world trade organization WTO protest as acts of hooliganism where protesters looted and burned shops. This was not the actual case. Were it not for the brutal force that met the protest by the Seattle police initially, the organizers of the protest after the world trade organization (WTO) conference had planned for a peaceful demonstration insisting that no violence was to be used, (Reitan 89). The Hollywood version of the protest after the world trade organization (WTO) conference is very biased. The Film describes the film illustrates the Events that took place in the city of Seattle in 20th February 1999. It blames the protesters for the outcome of the violence whereas the source of the violence during the protest was police brutality. The film also depicts that the cause of the protest was political while the actual truth is that the protest was protesting against corporate globalization, (WTO people’s history). Corporate Globalizatio n When bureaucratic corporations dominate the economy in hierarchically, it is considered corporate globalization. This is where big corporations and business establishments take control of decisions that affect the economy as a group. They do this to ensure that business keeps flowing on their side hence making very huge profits. The protest that happened in Seattle on November 30th 1999 aimed at fighting this control that big corporations and business institutions have on matters that affect the economy (Chapman 33). There have been other protests such as the protest after the world trade organization (WTO) conference that protests this control of the economy by bureaucratic corporations. Such protests include, Greek protests of May 2010, Global May Day protests in 2006, June 26, 2003 Thessalonika Clashes in Greece, during EU Summit, in 2001 in Quebec City in Canada, during FTAA, in Los Angeles, USA August 11, 2000 Clashes, at the Democratic National Convention and worldwide Carni val against Capitalism in 1999 (Chapman 45). All theses protests were held to demonstrate against the evil of corporate globalization, which is also referred to as corporate capitalism, (Chapman 45). One of the agendas of these protests it spread awareness on the effects that corporate globalization have on the world. These protests have helped a lot because after each protest people know what is happening in the economy of the world because they are received with a lot of press and publicity. These protests have been effective since policies that affect the world’s economy are being determined differently. This means that governments do their own research in order to assist them in making good economic decisions rather than relying on what huge corporations and business organizations advice on. Another effect that these protests have had is that decisions about the economy are not left to countries that dominate the world economy such as the United States of America (USA). N owadays, almost all countries are consulted when it comes to make such decisions. In my opinion, decisions about the world economies should not be left to big corporations and business institutions. However, countries that experience the best economies in the world should be given a lot of attention when it comes to theses decisions. This is because theses countries have advanced their economies to high levels hence, countries with weak economies can learn a lot from them. However, these countries

International Business strategy for Arcelik Home Appliances

International Business strategy for Arcelik Home Appliances Arcelik Home Appliances is the leading manufacture of home appliances in Turkey with a market share of 50% in the domestic market as at 2003 (Chemawat, 2008). It supplies the market using two brands namely Arcelik and Beko. The company has adopted an international expansion strategy and has already been marketing its products to more than one hundred (100) countries mainly in Western Europe, Eastern Europe, Latin America, Asia, and North Africa (Chemawat, 2008). Arcelik was originally founded to produce metallic office furniture in 1955 but diversified into production of household appliances shortly after. It has been hailed as the first company to introduce appliances such as washing machines and refrigerators to the Turkish households. Arcelik would face further challenges when it became apparent that the Turkish government would be participating in the European Communitys tariff reduction which was meant to reduce to zero from 1992 to 1996 (Chemawat, 2008). The challenge would be competition from other manufactures from the European Community who would be able to sell their products at more competitive process in the domestic market. Arcelik overcame this challenge by investing heavily in research and development thereby substantially improving the quality of their products. The company is currently the leading holder of patents in the Turkish market. This strategy cemented its market leadership in the domestic market as consumers preferred to spend a little more to obtain goods whose durability could be assured. This preference was also enhanced by Turkeys fluctuating market where inflationary forces were highly unpredictable with the greater odds being to the consumers disadvantage. Arcelik would later grow to establish its market dominance in Turkey for decades but would later face challenges that would trigger its focus on international expansion to ensure its survival and growth. Arceliks motives for international expansion The focus on international expansion by Arcelik was triggered by the economic crisis that hit Turkey in 2001. This crisis had led to soaring levels of unemployment and a significant reduction of market demand by an estimated figure of 35% (Chemawat, 2008). This strategy mainly comprised increasing exports as well as engaging in international acquisitions. The economic crisis in Turkey must have proved to Arcelik the vulnerability of firms wholly dependent on domestic markets. Pressures from business cycles, inflation, interest rates, exchange rates and political forces are prevalent in domestic markets. On the other hand, international markets tend to be better insulated from such pressures since they will rarely apply across several countries. Economic crisis in one market would normally not be prevalent in the rest of the markets hence multinationals can ensure stability by marketing their products across many countries. Arcelik had to get a way to survive the economic crisis in 20 01 and as well ensure that future company performance was stabilized by reducing its level of vulnerability to domestic market fluctuations. Arcelik also sought to focus on international expansion in order to increase its level of production and increase its economies of scale (Chemawat, 2008). This means that with additional production, the cost of producing each unit product becomes significantly lower hence allowing a company to make higher margins per unit or allowing them to charge lower per unit without incurring any losses. Economies of scale allow a company to remain competitive in the ever-evolving economies. To ensure that the economies of scale do not end up in accumulation of dead stock, or in the escalation of warehousing and storage costs, Arcelik would need to look to markets that would be able to support its intention of increasing the economies of scale through a larger demand. The national demand within Turkey would not be able to absorb these additional products h ence the rationale behind Turkey looking to expand international trade. The level of demand for home appliances in Europe alone is about 25% of world demand (Chemawat, 2008). Arcelic sought to tap into this huge demand to support its competitiveness and the large levels of production occasioned by their strategy of maximizing on the economies of scale. International expansion can also be explored where a company seeks to lower its production costs by having a significant proportion of their production done from regions where the cost is lower than in the domestic market. One of the major factors of production that normally influence the decision of overseas production is labour. When considering labour, it is imperative that a company weighs between the benefits of the savings from paying the lower labour cost, the differences in the productivity of the workers between the higher wage and lower wage areas, and the transport and storage cost implications. It is also worth noting that in many cases, where the labour costs are low, other factors of production such as land would also be relatively lower. The labour cost in Western Europe is estimated to be five times that in Turkey. Labor cost in Turkey is three times that in Eastern Europe (Chemawat, 2008). In China, it is four times lower than in Turkey. Labor productivity also varies and must be taken into account. For instance, in China, labour productivity is just half of that in Turkey. Additional transportation costs are determined by both the distance between the production facilities and the legal environments of the countries through which the products must cross to get to its intended markets. Access to international markets is crucial to any organization that seeks to expand itself. Domestic markets will often in many cases be found insufficient to support the growth targets that the companies set for themselves. They are also in many cases unable to enable an organization to recoup the investments the y may make in research and development in time. The complexity and the level of innovations in the global market is advanced and often leads to production of new and better fulfilling products. This significantly reduces the product life cycles and the companies engaging in research and development need to gain assurance that their investments can be recouped before the products lose demand. This assurance can only be found by marketing extensively in the international markets where the demand is much larger and can ably support the level of sales needed. Arcelik was motivated to focus on international markets since it had opted to distinguish itself as a research and development specialist who focused on the production of quality and durable products. These features would mean that it would need to charge relatively higher prices for the products. On the other side, the products from other European countries were finding their way into Turkey due to the zero tariff arrangement with the European countries. The entry of other products in Turkey meant that Arcelik would either have to lower their prices in order to maintain its domestic share market, or expand its operations to European and other markets in order to maintain or increase its level of sales to clients that focus more on quality, suitability and durability of the products they purchase. Arceliks options for expansion In order to realize its goal of expansion into the international markets, Arcelik has adopted a number of options to help them realize this goal. The international market entry options adopted by Arcelik include use of exports, international acquisitions, use of private label contracting, and product diversification. Organic domestic growth and use of exports Arcelik ensured growth domestically by ensuring reliable accessibility to the market using exclusive distributors and agencies who also served as centres for offering after sales services. This exclusive network also served as an entry barrier for any new market operators. Exporting entails maintaining the companys operations in the home market and selling the products in overseas markets (Giroud, Sinkovics, and Yamin, 2011). It is hailed as the least costly mode of foreign market entry but at the same time the most vulnerable to various entry barriers as government regulations. The cost effectiveness of this entry method is enhanced by the fact that it requires no involvement with the foreign governments or the companies operating in the target market. It is often seen as the best mode of entry for an organization operating on a lower scale. With subsequent growth of exports, the company may open sales agencies in the foreign markets to be the link with the companys clients overseas. By 2003, Arcelik had grown to be the leading player in Estonia and Lithuania with a market share of 25% in these two markets. It also had a commanding presence in the rest of Eastern Europe. The presence of Arceliks sales agencies helped grow significantly in Western Euro pe with a markets share of 15% in the United Kingdom. Arcelik also conducted a successful export strategy gaining a 70% market share in Romania with its Beko brand. The net effect of these exporting strategies was a significant increase in Arcetiks production capacity from 440,000 to 750,000 in 2003 and 2004 respectively (Chemawat, 2008). International acquisitions This mode involves a company buying out another firm operating in the target market hence assuming full legal rights over it. This method is hailed as the best mode of expansion into other markets since it grants a company total control over the foreign subsidiary as well as full profits generated thereafter (Giroud, Sinkovics, and Yamin, 2011). The full control over the activities of a subsidiary is viewed as essential in ensuring they run in accordance with the philosophies of the parent company hence ensure the goals of the company are achieved as intended. The targets for acquisition would need to have the unquestionable ability to complement Arceliks growth strategies. Arcelik would also evaluate the foreign firms brands and take consideration on how these brands would help strengthen them as well as complement their capabilities. The target subsidiarys contribution to sustainable growth was also a key factor. Arceliks acquisitions in 2002 include Bloomberg, Electra, and Flavel and Leisure in Germany, Austria and the UK for the two latter brands (Chemawat, 2008). They also acquired Arctic in Romania. The acquisitions of brands in the target markets was likely informed by the fact that many consumers tend to prefer purchasing brands that they can identify with: the brands they consider national brands. These acquisitions tremendously increased the product range offered by Arcelik and lead to its significant growth within the European markets. Use of license contracting Licensing involves the company transferring certain rights to another firm to enable it manufacture products using its brand. In licensing, the consideration that the licensor gets is only the royalty or the license fee (Giroud, Sinkovics, and Yamin, 2011). It does not take part in profit sharing or any other marketing processes of the licensee. Licensing offers the advantage of enabling a firm to avoid government regulations and other restrictive policies such as tariffs and quotas. It also enables market penetration without involving extensive capital expenditures. However, this method is highly restrictive in the level of control the company can have over the activities of the licensee. There is also the risk of the licensee gaining the technical expertise and becoming a competitor in the production of close substitutes after the expiry of the mutual arrangement. Arceliks production in 2004 comprised 40% from various licensing arrangements (Chemawat, 2008). This complimentary effo rt helped ensure Arceliks brand presence in the Europeans markets. Diversification into other businesses within Turkey In order to enhance further growth in the domestic market, Arcelik sought to capitalize on its elaborate distribution network to provide consumers with additional products. By 2004, Arcelik was offered various types cellular phones and was already getting into arrangement with various Japanese firms to act as distributors of various electronic products. The diversification proved to be a great success and further cemented Arceliks leadership in the Turkish market. Additional Options for Expansion Arceliks ambitious goal of achieving revenues of three billion Euros in the next year may be difficult to realize unless additional methods were employed to ensure its continued growth in the international markets. Domestically, Arcelik could opt to but out local competitors in a bid to solidify its hold on the local market. This solidification would help reduce the downward pressure on its product prices by reducing the significance of competition locally. In addition, the additional channels of distribution gained through any such acquisition would act as an entry barrier to any foreign firms hence ensuring steady domestic growth. Internationally, Arcelik could embrace a number of methods to ensure its continued growth. These methods include engaging in Joint ventures, franchising and use of strategic alliances. Joint Ventures Joint ventures involve the formation of a partnership arrangement with a different company where the parent companies provide the resources to operate it, share responsibility on management, and share profits realized thereafter (Giroud, Sinkovics, and Yamin, 2011). This type of venture is especially popular where it comes to sharing the intelligence and technical knowhow required for research and development. With their determination to distinguish themselves as the masters of innovation and product development, this method can be used to ensure its rapid growth. Instead of engaging in competition with the already existing companies in the foreign market, Arcelik could identify a strategic partner who knows the market remarkably well. They could then research into the market needs in a bid to try and unveil any unsatisfied demands in the market. Having found the features lacking in the products found in the market, they could, through the joint venture develop new products that woul d suit this need and capture the unreached market. This method would be convenient to Arcelik since it would not involve many unnecessary government regulations that normally bar entry. In addition, such a venture, if well implemented would easily capture the market as it would be riding on the goodwill and distribution network of the strategic partner in the foreign market. Franchising Arcelik needs to consider franchising in order to minimize the risks involved with the licensing as it currently practices. Here, Arcelik would transfer some rights to the franchisee to produce the products under its brand but will reserve the right to provide some aspects of technical support (Giroud, Sinkovics, and Yamin, 2011). This way, Arcelik will be able to be abreast with the activities of the franchisee. In addition, in Franchising, the royalty is based on the amount of sales hence Arcelik will be able to generate higher revenues in the event the franchisor is able to realize significantly higher sales. Franchising is easy to start since the franchisor incurs minimal capital cost hence Arcelik can expand into more foreign markets with relative ease. Moreover, the franchisee assumes all the risks and foots for all costs of labour and facility establishment. The company will also be able to avoid any political risks associated with foreigners operating in national markets. Arc elik can therefore easily expand its scale of production without worrying about high capital expenditure hence edging closer to achieving the revenue targets Strategic alliances A strategic alliance differs from joint ventures in that it does not necessarily involve formation of a legal entity. Strategic alliances are formed to enable companies use each others distribution networks, technologies, production capacities, management experience and others (Giroud, Sinkovics, and Yamin, 2011). One very essential factor in ensuring product penetration in the market is the distribution network. This has been evident in the manner in which Arcelik has been able to capture the domestic market by using effective distribution networks in Turkey. Arcelik should also try to replicate this experience in the foreign markets. However, by virtue of the fact that its a foreign market, they may not have the resources to establish an effective distribution network in those markets. It would therefore be relatively more convenient to identify foreign companies with a distribution network that serves their target customers effectively, and then enter into a strategic alliance wit h them. This may be companies offering similar products or those making completely different products. When the products are easily available to the consumers, they more likely to buy these products and this would lead to an increase in the amount of sales realized by Arcelik. The strategic alliance could also involve sharing of certain technologies between the companies in question. Arcelik could choose to leave the production of a certain product components to a company with a comparative advantage in its production in exchange for providing a component which it can produce more efficiently. This exchange could lead to lowering the production cost which would be useful in helping the company become more price-competitive in the market. Conclusion Arceliks growth is mainly dependent on how the company can enter and prosper in the international markets. This is because it is already commanding the domestic market in Turkey and may have limited growth opportunities locally. Growth and diversification are often related as is evident from Arceliks company history. Arcelik has grown in the past by steadily improving on the product range that it offers to the market and this diversification should be continued to ensure continued growth.

Leading Group Challenges

The police officers arrest the offenders and charge the offender with the crime, and the court yester determines what sentence the offender should face, If the charges warrant a sentence. If the offender receives a sentence of Call or prison, the correctional faculties must guarantee the sentence occurs In a secure manner. Unfortunately, these criminal Justice agencies are not always working toward the same goals, which results in conflict. The leaders of the agencies must take care of the conflict before the conflict is out of hand.An example of the type of conflict that may arise is police officers wanting to remove the offenders off the streets. The court system may want o give the offenders a chance at rehabilitation instead of prison time, even if the offender is a repeat offender. Situations like this cause conflict for the leaders of the criminal Justice agencies to handle. The court system, correctional facilities, and police give up a considerable amount of control with the responsibilities. Leadership among criminal Justice agencies must consider the control with Justice (Collaborative Justice, 2012).Criminal Justice agencies must work together Instead of against each other to handle the challenges with conflict and control. The agencies must be on the name page and working toward the same goals. The ultimate goal Is to rehabilitate offenders but at times there will be an offender who is not a candidate for rehabilitation. The agencies must work together to find the best solution for the offender, society, and for the different agencies involved (Collaborative Justice, 2012).Political Challenges Criminal Justice agencies handle political and legal challenges that take place inside as well as outside the criminal justice system. Criminal justice decision makers are chosen through appointment or election. Depending on the state, the Judges are either voted in by the people or the governor appoints who he or she wants as a judge. No matter how a person l ooks at it, either way Is political. The president of the united States appoints the federal Judges, and he or she Is verified by the Senate. The political process strongly persuades the Supreme Court of the united States (Dulled, 2012).Keeping politics out of the various criminal Justice agencies Is a must. These agencies have a job to do, which cannot happen if the politics are in the way of people, with that, the politics must stop. The United States has too many corrupt officials because he or she allowed politics to get in the way of doing the Job. There are politics in the police, prosecution, and corrections. For good things to happen with these agencies in the future, these agencies need to separate the politics from the Job and purpose of the Job (Dueling, 2012).The Police and Politics Politics does not have a direct effect on the daily routines and decisions of police officers but politics does determine how the police officers act and react during patrol. Police departmen ts are run by some form of government, whether it is the city council, the mayor, the city manager, or the commissioner. These leaders make a change in the degree to which politics shape the police departments. Politics floods police departments in cities and towns that have a government that consists of a city council or a mayor making the decisions.Professional city managers make political involvement with the police departments less possible (Dueling, 2012). The Prosecution and Politics Political deliberations sway prosecutors in an exact way. Most states elect the prosecutors, and the prosecutors are caught up in the local politics. In the federal courts, the attorneys for the United States are appointed politically and are likely to outwork his or her career goals to the wants of his or her own political affiliation. The federal and state prosecutors frequently use his or her headquarters as a launch pad for a higher political office.Infrequently, a dishonest prosecutor will ta ke advantage of his or her power by way of engaging in political actions of pressing outrageous charges against his or her enemies (Law. ]rank. Org, 2012). Corrections and Politics Officials in the corrections facilities take political concerns into consideration. Politics can push release decisions from the parole board. The members of the parole board re vulnerable to pressure from the authority that chooses him or her. The members of the parole board almost unavoidably make the decisions to release an offender carefully.If a parolee commits a crime after he or she was paroled, the media will put the blame on the governor, and the rivals of the governor will use that against the governor in the next election (Dueling, 2012). Communication Challenges Communication is one of the biggest challenges facing leaders in criminal Just agencies. There are two communication barriers that affect communication within these agencies. The first barrier is the individual barriers. The individual barriers deal with how a person interprets what someone else says and the organizational barriers come from the culture of an organization.Each criminal Justice agency has one goal in mind, to protect the people. However, each agency has its own language of sorts when handling the tasks within the agency. The police departments, the court system, and corrections have different languages and not all agencies are familiar with each language. This is a challenge when the agencies must work together. This communication challenge also can be a problem for the public if the public does not know or understand what the agencies are discussing (Sinclair, 2012).Communication is vital to any agency, especially criminal Justice agencies. Every criminal Justice agency has a purpose to protect the people of the United States. Various agencies should hold a training session together to discuss the communication issues between the various agencies and train each agency on the different languages o f each agency. These agencies need to work together, which cannot happen if there is a lack in communication (Sinclair, 2012). Budget Challenges Budget cuts occur across the nation and criminal Justice agencies are not exempt room budget cuts.Most criminal Justice agencies rely on local and state funding to operate and sometimes the state or local officials have to make drastic cuts to the budget because of the economy. Unfortunately, this causes a reduction in staff because the money Just is not there to pay the salaries. Budget cuts are probably the biggest challenges that criminal Justice leaders face because no one wants a reduction in police officers or correctional officers. The United States needs every man power it can get to combat the war on crime.The crime rate rises when departments are forced to scale back because of the budget. Offenders on parole or probation receive less supervision because the money is not there to supervise adequately each offender. Budget cuts aff ect each agency differently, but no agency wants the budget to be cut because managers believe the public cannot be adequately protected (Bryant, 2012). Unfortunately, budget cuts happen to the criminal Justice agencies whether the agencies want it or not.Along with these budget cuts come a reduction in staff. That is a huge blow to law enforcement agencies hired to serve and protect the people of the United States. Criminal Justice agencies discuss and are given a budget after each fiscal year. The budget covers salaries, overtime, and various expenses for the department. The different departments must figure out ways to deal with budget cuts properly to ensure no reduction to the current staff. Sticking to the budget and using the budget for things necessary is important.Having an agency leader make drastic changes to the agency just because he or she wants to, is not a good way to spend the budget (Bryant, 2012). Effective Team Challenges Most criminal Justice agencies work toget her as teams inside the different agencies. Teams are assembled to brainstorm and complete the tasks. For example, law enforcement agencies have specific teams to work certain cases. These team members must be able to work with each other so the team can be effective to solve the cases. Criminal Justice managers do not always have team members who can work together.Sometimes there is conflict within the team and the manager has to come up with a resolution if he or she wants this team to succeed. The team members must be compatible with each other to be effective. The responsibility lies on the criminal Justice managers to assemble the effective and compatible teams for the departments. He or she is faced with a challenge when conflict arises within that am, and he or she must figure out a solution, whether the solution is to remove one member of that team or design new teams (Collaborative Justice, 2012).Affecting Change for the Future The leaders in criminal Justice agencies face many challenges that he or she must deal with daily. The criminal Justice agencies must work together as a team instead of against each other to make the changes and embrace the changes. The future criminal Justice leaders will be confronted with bigger and more complicated before. Even though the challenges will be more complicated and acknowledged at a ore rapidly rate, the abilities these leaders must conquer will not change. Leading Group Challenges The police officers arrest the offenders and charge the offender with the crime, and the court yester determines what sentence the offender should face, If the charges warrant a sentence. If the offender receives a sentence of Call or prison, the correctional faculties must guarantee the sentence occurs In a secure manner. Unfortunately, these criminal Justice agencies are not always working toward the same goals, which results in conflict. The leaders of the agencies must take care of the conflict before the conflict is out of hand.An example of the type of conflict that may arise is police officers wanting to remove the offenders off the streets. The court system may want o give the offenders a chance at rehabilitation instead of prison time, even if the offender is a repeat offender. Situations like this cause conflict for the leaders of the criminal Justice agencies to handle. The court system, correctional facilities, and police give up a considerable amount of control with the responsibilities. Leadership among criminal Justice agencies must consider the control with Justice (Collaborative Justice, 2012).Criminal Justice agencies must work together Instead of against each other to handle the challenges with conflict and control. The agencies must be on the name page and working toward the same goals. The ultimate goal Is to rehabilitate offenders but at times there will be an offender who is not a candidate for rehabilitation. The agencies must work together to find the best solution for the offender, society, and for the different agencies involved (Collaborative Justice, 2012).Political Challenges Criminal Justice agencies handle political and legal challenges that take place inside as well as outside the criminal justice system. Criminal justice decision makers are chosen through appointment or election. Depending on the state, the Judges are either voted in by the people or the governor appoints who he or she wants as a judge. No matter how a person l ooks at it, either way Is political. The president of the united States appoints the federal Judges, and he or she Is verified by the Senate. The political process strongly persuades the Supreme Court of the united States (Dulled, 2012).Keeping politics out of the various criminal Justice agencies Is a must. These agencies have a job to do, which cannot happen if the politics are in the way of people, with that, the politics must stop. The United States has too many corrupt officials because he or she allowed politics to get in the way of doing the Job. There are politics in the police, prosecution, and corrections. For good things to happen with these agencies in the future, these agencies need to separate the politics from the Job and purpose of the Job (Dueling, 2012).The Police and Politics Politics does not have a direct effect on the daily routines and decisions of police officers but politics does determine how the police officers act and react during patrol. Police departmen ts are run by some form of government, whether it is the city council, the mayor, the city manager, or the commissioner. These leaders make a change in the degree to which politics shape the police departments. Politics floods police departments in cities and towns that have a government that consists of a city council or a mayor making the decisions.Professional city managers make political involvement with the police departments less possible (Dueling, 2012). The Prosecution and Politics Political deliberations sway prosecutors in an exact way. Most states elect the prosecutors, and the prosecutors are caught up in the local politics. In the federal courts, the attorneys for the United States are appointed politically and are likely to outwork his or her career goals to the wants of his or her own political affiliation. The federal and state prosecutors frequently use his or her headquarters as a launch pad for a higher political office.Infrequently, a dishonest prosecutor will ta ke advantage of his or her power by way of engaging in political actions of pressing outrageous charges against his or her enemies (Law. ]rank. Org, 2012). Corrections and Politics Officials in the corrections facilities take political concerns into consideration. Politics can push release decisions from the parole board. The members of the parole board re vulnerable to pressure from the authority that chooses him or her. The members of the parole board almost unavoidably make the decisions to release an offender carefully.If a parolee commits a crime after he or she was paroled, the media will put the blame on the governor, and the rivals of the governor will use that against the governor in the next election (Dueling, 2012). Communication Challenges Communication is one of the biggest challenges facing leaders in criminal Just agencies. There are two communication barriers that affect communication within these agencies. The first barrier is the individual barriers. The individual barriers deal with how a person interprets what someone else says and the organizational barriers come from the culture of an organization.Each criminal Justice agency has one goal in mind, to protect the people. However, each agency has its own language of sorts when handling the tasks within the agency. The police departments, the court system, and corrections have different languages and not all agencies are familiar with each language. This is a challenge when the agencies must work together. This communication challenge also can be a problem for the public if the public does not know or understand what the agencies are discussing (Sinclair, 2012).Communication is vital to any agency, especially criminal Justice agencies. Every criminal Justice agency has a purpose to protect the people of the United States. Various agencies should hold a training session together to discuss the communication issues between the various agencies and train each agency on the different languages o f each agency. These agencies need to work together, which cannot happen if there is a lack in communication (Sinclair, 2012). Budget Challenges Budget cuts occur across the nation and criminal Justice agencies are not exempt room budget cuts.Most criminal Justice agencies rely on local and state funding to operate and sometimes the state or local officials have to make drastic cuts to the budget because of the economy. Unfortunately, this causes a reduction in staff because the money Just is not there to pay the salaries. Budget cuts are probably the biggest challenges that criminal Justice leaders face because no one wants a reduction in police officers or correctional officers. The United States needs every man power it can get to combat the war on crime.The crime rate rises when departments are forced to scale back because of the budget. Offenders on parole or probation receive less supervision because the money is not there to supervise adequately each offender. Budget cuts aff ect each agency differently, but no agency wants the budget to be cut because managers believe the public cannot be adequately protected (Bryant, 2012). Unfortunately, budget cuts happen to the criminal Justice agencies whether the agencies want it or not.Along with these budget cuts come a reduction in staff. That is a huge blow to law enforcement agencies hired to serve and protect the people of the United States. Criminal Justice agencies discuss and are given a budget after each fiscal year. The budget covers salaries, overtime, and various expenses for the department. The different departments must figure out ways to deal with budget cuts properly to ensure no reduction to the current staff. Sticking to the budget and using the budget for things necessary is important.Having an agency leader make drastic changes to the agency just because he or she wants to, is not a good way to spend the budget (Bryant, 2012). Effective Team Challenges Most criminal Justice agencies work toget her as teams inside the different agencies. Teams are assembled to brainstorm and complete the tasks. For example, law enforcement agencies have specific teams to work certain cases. These team members must be able to work with each other so the team can be effective to solve the cases. Criminal Justice managers do not always have team members who can work together.Sometimes there is conflict within the team and the manager has to come up with a resolution if he or she wants this team to succeed. The team members must be compatible with each other to be effective. The responsibility lies on the criminal Justice managers to assemble the effective and compatible teams for the departments. He or she is faced with a challenge when conflict arises within that am, and he or she must figure out a solution, whether the solution is to remove one member of that team or design new teams (Collaborative Justice, 2012).Affecting Change for the Future The leaders in criminal Justice agencies face many challenges that he or she must deal with daily. The criminal Justice agencies must work together as a team instead of against each other to make the changes and embrace the changes. The future criminal Justice leaders will be confronted with bigger and more complicated before. Even though the challenges will be more complicated and acknowledged at a ore rapidly rate, the abilities these leaders must conquer will not change.