Career Development in Insurance Sector Essay Example for Free

Career Development in Insurance Sector Essay Potential for career development in insurance sector is most vibrant topic today. One Million plus persons are working today as an employees in Insurance sector and 5 Million plus persons are associated with this sector as Agents, Consultants, Surveyors, Loss Assessors, Underwriters, Claim Settlers, Salvage Dealers, Brokers, Sub-brokers, etc etc. The growth rate in Insurance Sector is more than 20% in last 3 years. There is huge potential for development in Insurance sector. The sector is under developed and penetration of insurance is very very low in the country compared to other developing and developed countries. India is leading towards one of the strongest economy of the world by 2020 and it is international phenomenon that insurance sector always booms along with growing economy. Insurance Services are the foundation for smooth functioning of all business commercial activities. Insurance is the backbone of overall economy of the country. For the developing country like India where growth of the economy is at double digit rate, Insurance talent is inevitable. All Industries in this scenario can be monetarily well protected from all types of catastrophic and manmade risks. Insurance is a vehicle for growth in growing economies. The whole world is looking at India as one of the giant and Asian tiger in next 8 to 10 years. All this is true. But very interesting fact of the today is that no one is aware about the exact potential of career development and opportunities in Insurance Sector. This article is dedicated to find the facts and figures about career development opportunities in Insurance Sector in India. This is an effort to enlighten and guide the readers, employees, students, stake holders to understand the facts and facets of insurance sector and how one can develop long term career in Insurance Sector. The article will review all aspects of insurance sector and discuss †¢ Opportunities for Career Development †¢ Growth potential in Insurance Sector †¢ Changing Scenario of Insurance Sector †¢ Manpower Skill Sets Required by Insurance Sector †¢ Regulatory Changes in Insurance Sector †¢ New trends and Developments †¢ International Impacts †¢ Present Academic Scenario †¢ Available Educational Facilities †¢ Recent Educational Academic Developments †¢ Speed and growth cycles of career enhancement in Insurance Sector †¢ Salary Packages at Entry Levels, Middle Level and Top Level †¢ How to improve Employibility and Skill Sets †¢ Career Opportunities Outside India †¢ Subsectors in Insurance for Career Development †¢ Preparing Career Development Path in Insurance Sector †¢ Challenges Opportunities for Career Development in Insurance Sector, †¢ FAQs i.e. Frequently Asked Questions @ Career Opportunities in Insurance Sector, etc After 25 years of experience in Insurance Sector and witnessing the changing scenario of insurance sector after IRDA, I have noticed that the present and future workforce in Insurance sector is totally puzzled about the career enhancement and confused to find a road map for growth. Thousands of Career Fairs Exhibitions across the country are covering all sectors for career opportunities like IT, BPO, ITES, Engineering, Automobile, Management, Finance, Medical, Health Care, Accounts, Law, Company affairs, etc, nobody is talking about insurance sector for career development. People believe that insurance is a small part of finance sector and it need not be cared beyond mere selling of insurance produc ts. Unfortunately I have to state that working employees, students, parents, media, academicians, colleges, universities, top executives of insurance sector and society as a whole are not aware about the exact potential and scope of career enhancement in Insurance Sector. Working in insurance sector is always a secondary thought and society hesitate to honour career in insurance sector. Association in insurance activity is always presumed as below status career. This prejudice attitude towards insurance sector is a great harm for new entrants and career growth of current workforce. This is ironical that due to this negative attitude, the new generation is neglecting and under estimating a golden opportunity of developing gorgeous career in insurance sector. It is more unfortunate that after more than 100 years of commencement of insurance business activity in our country, the academicians, regulators and top executives in Insurance Sector have ignored the need and importance of improving the brand image of insurance sector. Growth Potential in Insurance Sector in India * Insurance is one of the fastest growing sector in India. Hardly 6 % of the population of the country has covered by life Insurance. The penetration is as low as 0.9 % in general insurance. Health Insurance has reached to merely 3 % of the population. In country like USA, where the population is @ 35 Crores, there are more than 6000 companies are engaged in insurance business. In India, population is more than 110 crores and hardly 52 companies are working in Insurance Sector. If we assume that only 50% population is insurable, still we need 10,000 companies to cater the need of 55 Crore people. Only Life Insurance sector has grown to certain extent and people say that I wish to purchase LIC policy for my car or LIC policy for stocks in my factory. Only compulsory policies of general insurance sector have been sold like motor policies and fire and industrial policies. Large number of general insurance products are not even known to the employees of general insurance companies. Thanks to electro mechanical equipments, scientific development and commercialization of medical profession, health insurance penetration has reached to 3 % of population. Still this number is very poor comparing to developed countries. Central Government has targeted Life Insurance Penetration to 40 %, Health Insurance at 30 % and General Insurance at 15 % of the population by 2030. This will create very huge potential for development in insurance Sector. The insurance business was merely 12 Billion US $ by 2000 which has reached to approximately 100 Billion US $ by 2012 and is now expected to grow 1000 Billion US $ by 2020 and 5000 Billion US $ by 2030. * Approval of Bill of 49% FDI in Insurance sector is long awaited. Once it is enacted, the number of insurance companies may rise to @ 150 to 200 in next 7-8 years. There is immense potential for insurance industry to grow. At present there are 24 Life, 27 Non Life and 1 Reinsurance, thus total 52 Insurance companies are in insurance business. Out of this, 4 companies are working exclusively as Health Insurance Companies. 334 insurance broking companies, 800+ corporate agents and thousands of banks have entered in insurance business. Third Party Administer (TPAs) Companies in Health Sector are 29 and TPAs growing in Automobile and Legal Sector. The specialized functions in insurance sector are slowly outsourced and lot many new companies will enter in this area. International insurance surveyors, loss assessors, adjuster, underwriters, claim settlers, have already entered in India and expanding their business activities. Even the world insurance and finance giants like Warren Buffet, Lloyds, Munich Re, Swiss Re, have entered in India. * Health insurance is developing as separate branch of Insurance. It is expected that the number of health insurance companies will be equal to the number of life insurance companies in near future. Bancassurance is also developing as Separate branch of Insurance. People is India have more faith in banks than insurance agents. Many banks have already entered into insurance business and lot more in pipeline. Banks find insurance as growth vehicle. At present only GIC of India is the reinsurance company in the country. But government is now thinking over allowing many more international reinsurance companies in India. In few years, we may find 5 independent branches of insurance in India as Life, General, Health, Bancassurance Reinsurance. * India is becoming Insurance Hub of the world. Giant insurance companies from across the globe are outsourcing core insurance functions to India. IT infrastructure in the country and new generation Indian Talent are attracting world insurance business for core functions for cost effective solutions. Indian software companies are leading in this race. Even BPO in Insurance Sector is growing very fast. All this require technical and domain skills sets of Insurance functions. This IT, ITES and BPO business in Insurance Sector from outside India is expected to rise to 1000 Billion US $ by 2025 It is believed that next boom is in insurance sector. Insurance will play key role in boosting economy further. In India, next 25 years will be dominated by Insurance Sector. The growth is expected at horizontal as well as vertical levels. It will be from inside the country and from outside the country. Changing Scenario in Insurance Business in India * Insurance was strictly dominated by Agents and Development officers till 2000. But IRDA has opened up new distribution channels such as Corporate Agent, Insurance Broker, Bancassurance, Mallasurance, Online Sale of Insurance, Direct Sale, etc. These new channels are growth engines of the insurance industry. One interesting aspect of this growth is that Insurance Sector is heading towards SERVICING from merely Selling. The mantra of â€Å"Sell it and Forget it† is now converting as â€Å"Service Retain Client†. This requires Core insurance knowledge and not merely Selling Expertise. * The commission rates of insurance agents are slowly getting downward trend. The servicing of client is now taken care by customer servicing department. The Technology has now key role in policyholders servicing and provides better knowledge and expertise than agents. Companies are now offering new gate ways for renewal commissions like through internet banking, ATMs, ECS, Mobile banking, etc. It has reduced the dependency of policyholders on agents for timely renewal of existing policies. * Government is slowly removing the Income Tax rebates from insurance policies. It has already signaled the same and introduced few provisions in current budget by restricting the percentage of amount of premium with the sum assured of any policy. * Product Development and new innovative policies has changed the olden rules of the selling game. Merely begging for insurance or forcing a policy will not exist anymore. The 35 % commissioned policy selling dominance will be eroded. . * Insurance is Risk Cover or Investment is a matter of debate but common policyholder is now diverting to PURE Insurance products such as Term Insurance. The ULIP Story between IRDA and SEBI has focused on a need of domain insurance talent. * There is certainly reasonable improvement in policyholder’s awareness and knowledge about insurance. Government, IRDA and NGOs like FIBLI, insurance companies and related stake holders are concentrating on customer education, literacy and awareness about insurance products and services through advertisements, seminars, workshops, comics, e-literature, animated films, etc. * As Insurance need is vertical as well as horizontal, the insurance business is spreading across the country. Insurance companies are focusing and spreading network in rural markets as it has huge potential. Technological development is helping this drive of rural expansion. * Health Insurance and Bancassurance sectors will grow drastically. General Insurance Sector will also develop. In life Insurance Sector, Term Insurance Business will dominate. * In future, Online Insurance will have a key role in new business. * It will be difficult to get insurance claims in future. There will be huge scope for Claim consultants who will help people to get insurance claims. * Insurance sector will slowly dominate the economy and there will be overall developments in insurance sector. There will huge revenue generation form insurance business in India as well as outsourced insurance business from outside India. Employability Potential in Insurance Sector As insurance sector is growing with 20% rate, there will be a huge requirement of Insurance professionals in the country. * NSDC Report – National Skill Development Corporation has estimated the job creations of 2 Million persons in insurance and banking sector by 2021 in its latest report. * CII Report The recent survey of Confederation of Indian Industries estimated that there is a need of @ 21 lakhs insurance educated employees by 2025. * ASSOCHEM Report on Insurance Sector – It has pointed out on employability potential in Insurance Sector in its latest report. The report has estimated manpower requirement to be 30 Lakhs by 2030. The job creation in insurance sector will be across the country as insurance business is spreading across the country. The innovative distribution channels will play a vital role in insurance penetration and of course, technology will be a great supportive tool for this development. The manpower is required across the country. Insurance companies, banks and financial services providers are focusing and spreading network in rural markets as it has huge potential. It will generate huge employability not only at Metro and urban areas but at semi urban and rural levels, too. At present there are 52 companies, 334 brokers, 1200 + banks, 29 TPAs, 2000 IT, ITES BPO companies, 400 surveyor and other insurance services provider companies are working in India. The number will rise to double or triple in next 8 to 10 years. These companies will have offices across the country and will generate jobs across the country. Career Development Path in Insurance Sector Till IRDA, insurance career was dominated by selling activity. It is the assumed misconception that any career in insurance sector will have to be connected with selling of insurance products. The Insurance Agents and Development Officers community in the country has coloured insurance policy selling with either begging of insurance or forcing for insurance. The rebating in insurance premium has eroded insurance profession as under privileged one. After IRDA and entry of corporate insurance companies, the face of insurance career was always compared with the face of poor insurance agent. Career in Insurance was always neglected one and approach towards it was one of the ridiculous one. But the situation is now changing drastically. Career in Insurance is not merely a selling activity. Insurance Sector require domain technical knowledge. The employees with core insurance competency can only grow henceforth. After a decade of privatization, corporate companies have understood that insurance is not a FMCG product and one must possess technical skills and fundamental knowledge to exist grow in this market. Servicing will be key for growth and for this, one require domain expertise. For new entrants, any graduation with specialized diploma in insurance domain like underwriting, claims, motor insurance, health insurance, bancassurance, reinsurance, liability insurance, aviation insurance, engineering insurance, agricultural insurance, marine insurance, etc will be helpful to enter in insurance sector. One has to improve his academic qualification and scope of skills by adding various diplomas from various streams of insurance. As one grows with experience, this academic excellence and expansion will improve his employibilty and scope of promotions and growth. For existing employees, one has to improve his academic position along with experience. Mere experience will not help beyond certain limit. As we expect 49 % FDI and steep increase in number of insurance companies, the existing employees will have clear advantage to grow. But for this, they must obtain domains skills and competency through academic enhancement. The present employee in insurance sector should focus on overall and multi dimensional development in his capacities, skill sets and academic qualifications. The candidate with multifaceted core skills will have better opportunities over general candidate. He should not limit himself only to underwriting or claims. He should always seek for more and more knowledge. One can select a sector of insurance like Life or general or health for developing his career path but he should be equipped with qualifications and skills of other sectors also. It will widen the scope of opportunities available to him. Salary Packages In Insurance Sector As per the present scenario in Insurance Sector, one may join insurance company at entry level with a annual package of @ Rs.1.2 lakh to 1.5 Lakh. He may be designated as Associate or Assistant. In 3-4 years, he may grow to higher position with a scale of Rs. 3 to 4 Lakhs if he has academic qualifications with experience. After 6-8 years after joining insurance, one may easily grow to annual package of 7 to 10 Lakhs. After 12 to 15 years, one may dream to annual package of Rs.15 to 20 Lakhs. Of course, this needs academic up gradation and continuous improvement of domain skills. This trend may continue for next 20 years as there is long term and inside outside country potential. The speed of career growth and expansion is smooth and fast in insurance sector than perhaps any other sector in the country. But it needs hard work, academic excellence and aggressive approach towards opportunities. I will share one practical example here. The employees who joined insurance sector in the newly entrant companies like Bajaj Allianz, HDFC, ICICI etc between 2001 to 2003 were drawing annual salary package of 1.5 to 2.5 lakhs. They are now grown to key positions in new companies after 8 to 10 years with annual packages of Rs.20 to 25 Lakhs. Some of them have even clinched packages of 40 to 50 Lakhs per annum. Skill Sets Requirements by Insurance Sector At present, man power requirements are basically skilled based. Employees with academic qualifications are encouraged for promotions. Fresher with academic qualification in insurance are preferred. At present, Insurance Companies recruit freshers and train them for 6 months or one year. But the attrition rate is so high that more than 42 % of new recruits leaves the company. Insurance companies are seriously concerned over the expenditure on training and the rate of turnout. They are looking for employees who have been already trained and having domain academic qualifications. Insurance Companies have found that domain knowledge will improve selling, servicing, operations and all other functions. New companies prefer persons with experience and academic qualifications. Skill sets required by the insurance sector are underwriting skills, claim handling skills, operational skills, servicing skills, risk assessment and classification skills, insurance product skills, distribution channel operating skills, coordination skills, IT skills with domain knowledge, insurance accountancy skills, etc.

Transformational Leadership Style And Organizational Culture Management Essay

Transformational Leadership Style And Organizational Culture Management Essay This quantitative research investigates the relationship between transformational leadership style organizational culture with organizational commitment and job satisfaction in National Oil Corporation in Libya. The literature supported the relationship between these variables and the relationship between these variables was investigated by different approaches. However, in the current study the researcher uses transformational leadership style which introduced by Bass as a independent variable and four types of organizational culture such as Clan, Hierarchy, Adhocracy, Market and which introduced by Cameron and Quinn in 1999 as a mediator variable, while the three dimensions of organizational commitment such as Affective, Normative and Continuance commitment which introduced by Meyer and Allen in 1991 and job satisfaction as dependent variables. The objectives of this research are Firstly, to determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. Secondly, to determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. Thirdly, to determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocratic) in National Oil Corporation in Libya. Fourthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. fifthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between tr ansformational leadership style with job satisfaction in National Oil Corporation in Libya. Lastly, to determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. To achieve these aims four instruments will use in this research such as Multifactor Leadership Questionnaire (MLQ) uses to test employee opinions about leadership style, Organizational Culture Assessment Instrument (OCAI) uses to measure Organizational Culture, (TCOCQ) Three Components Organizational Commitment Questionnaire uses to measure Organizational Commitment and (JSS) Job Satisfaction Survey to measure Job Satisfaction in National Oil Corporation in Libya. The pilot study asserted that these instruments were suitable for this research because the result of the Cronbachs alpha reliability coefficients for the transformational leadership style, organizational culture, organizational commitment and job satisfaction are more than 0.70. The nature of the data and the relationship between the method and the research objectives are considered as the basis for selecting the right statistical methods. Therefore, this study used what is relevant to the research question and framework. The statistical methods will be used in this study consist of Descriptive analysis, Inferential analysis, Correlation, and Multiple linear regression. The findings from this study will also provide some useful information of leadership style in oil sector in Libya to many researchers and managers with the opportunity to gain and enhance their knowledge in this field, and will be contribute building knowledge and an understanding in this field in National Oil Corporation in Libya insha Allah. CHAPTER ONE INTRODUCTION 1.1 Background of the study Libya is a member of the Organization of Petroleum Exporting Countries (OPEC) and holds the largest proven oil reserves in Africa. Libya has attracted hydrocarbon exploration since 1956, when the first wildcat oil well was drilled onshore in the Sirte Basin. Libya granted multiple concessions to Esso, Mobil, Texas Gulf, and others, resulting in major oil discoveries by 1959. The government dominates Libyas economy through control of oil resources, which account for approximately 95% of export earnings, 75% of government receipts, and over 50% of GDP. The National Oil Corporation was established in 1970. It dominates Libyas oil industry, along with a number of smaller subsidiaries, which combined account for around half of the countrys oil output. Figure 1.1the map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. http://www.odysseydawn.com/libya-oil-map.jpg Figure 1.1: Map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. Source: http://www.google.com.my/images (8-4-2011) National Oil Corporation is carrying out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations of oil and gas, locally and abroad. NOC has its own fully owned companies which carry out exploration, development and production operations, in addition to local and international marketing companies. NOC also has participation agreements with specialized international companies. Such agreements have developed into exploration and production sharing agreements, in accordance with the development of the international oil and gas industry, and international petroleum marketing. The National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertakin g development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. The Brega Petroleum Marketing Company, a subsidiary of NOC, was set up to carry out the marketing activities of NOC, and the marketing assets of all the foreign oil companies were nationalized. A point of that during the past four decades, the impact of leadership styles on organizational performance has been a topic of interest among academics and practitioners working in the area of leadership (Darwish, 1998; Sadler, 2003; Rowe et al., 2005; Gadot,2007; Yiing, and Zaman Ahmad, 2009). The researcher would like to examine how leadership style influences organization performance in Libya in (NOC). Rowe et al (2005) pointed out that the most prominent reason for this interest is the widespread belief that leadership can affect organizations performance (Jing and Avery, 2008). In addition, the creation of a state-owned oil company allowed Libya to follow in the footsteps of other oil-producing economies, where control of such a revenue-generating resource lay with the government. Soon after its establishment, NOC signed a joint venture agreement with the U.S. Occidental Petroleum involving production-sharing. In 1971, NOC arranged a processing deal with Sincat of Italy for refining oil products for domestic consumption, thereby providing a cheap supply of oil for internal Libyan consumption. A joint drilling company was formed with Saipem, a subsidiary of the Italian ENI, in early 1972. By April 1974, production-sharing agreements had been reached with Exxon, Mobil, Compagnie Franà §aise des Pà ©troles, Elf Aquitaine, and Agip. By using the surplus funds and technical expertise of the foreign oil companies, the problem of stimulating investment in exploration was resolved. In 1980, the Libyan Arabian Gulf Oil Company (Agoco) was established by NOC throug h the amalgamation of the Arabian Gulf Exploration Company, Umm-al-Jawabi Oil Company, and direct NOC exploration and production interests. NOC continued to make production-sharing agreements. In 2004, NOCs estimated crude oil output was 1.623 million barrels per day. The company hoped to raise its production to two million barrels per day by 2007. Figure 1.2 below shows the revenue of National Oil Corporation in Libya from (1999 to 2009). Figure 1.2: Libyas Oil Production (1999-2009) in million barrels per day Source: British Petroleum, BP Statistical Review of World Energy June (2010) This study set out to investigate whether there is an interrelation between transformational leadership style and organizational culture, and the effect of organizational culture on the relationship between transformational leadership style with organizational commitment and job satisfaction in the National Oil Corporation in Libya. In particular, our knowledge would benefit from an understanding of how leadership and organizational culture affect job satisfaction and organizational commitment. The study examines Libya National Oil Corporation in relation to leadership style in the organization. Thus, the study also would like to explore an organizational culture of the National Oil Corporation and finally how does leadership style in particular transformational leadership style may influence the National Oil Corporation progresses. The subject of leadership is interesting for many researchers. In addition, the continued search for good leaders has resulted in the development of many leadership theories (Mosadegh and Yarmohammadian, 2006). According to Oluseyi and Ayo (2009) Leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. In recent years, leadership has been studied in various ways, depending on the researchers methodological preferences and definition of leadership (Chen, 2002; Reuvers, et al., 2008; Gadot, 2007). Oluseyi and Ayo (2009) defined Leadership as the moral and intellectual ability to visualize and work for what is best for the company and its employees. Good management and effective leadership help to develop team work and the integration of individual and group goals. On the other hand, Kenny and Zaccaro (1983) suggested that leaders to be successful need a behavioral repertoire and the ability to select the right role for the situation. To do this, leaders need both cognitive and behavioral complexity and flexibility a leader needs the ability to perceive the needs and goals of a constituency and the ability to adjust ones personal approach to group action (Leban and Zulauf 2004). Therefore, Mosadeghrad et al (2006) pointed out that while there are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. In contrast, Darwish (1998) pointed out that there is wide disagreement among scholars with regard to effective leadership style. For instance, Brozik (1994) argues that no one type of leadership style is the best in all situations. The leader, subordinates and the environment or the task determine the effectiveness or ineffectiveness of each style Kur (1995) believes that effectiveness in leading is directly related to the leaders way of thinking about him, subordinates, organization and environment. Likert (1977) argue that the participative style is more productive in any culture. In the last three decades many scholars had received increasing attention to two new paradigms called transformational leadership and transactional leadership where the interests of the study are. It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader can create an impression that he has high competence and a vision to achieve success (Jing and Avery, 2008). According to Bass (1985) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations (Jing and Avery, 2008). The study would like to examine this in National Oil Corporation in Libya. On other hand, Lowe et al., (1996) pointed out that there are four dimensions of transformational leadership style such as: Idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass et al., 2003; Piccolo and Colquitt, 2006), defined these dimensions for transformational leadership as follows: a. Idealized influence or Charisma is the degree to which leaders behave in such a charismatic way that followers identify with them. b. Inspirational motivation is the degree to which leaders articulate visions for the future that appeal to followers. c. Intellectual stimulation is the degree to which leaders challenge assumptions, take risks, and solicit followers ideas. d. Individualized consideration is the degree to which leaders attend to followers needs, act as mentors or coaches, and listen to followers concerns. Bass, (1985), Burns (1978) Leadership is considered a factor that has a major influence on the performance of organizations, managers and employees. More recently, researchers have focused mainly on the subordinates perspective and proposed two main facets of leadership transactional and transformational. This theory suggests that transformational leadership, more than transactional leadership, has a stronger positive effect on employees attitudes towards their job, their job environment, and ultimately affects their work performance. Oluseyi and Ayo (2009) pointed out that leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. On the other hand, Xenikou and Simosi (2006) suggested that organizational culture and transformational leadership have been theoretically and empirically linked to organizational effectiveness. During the 1990s a number of comparative studies on the culture-performance link showed that certain culture orientations are conducive to performance. Lok and Crawford (2004) pointed out that organizational culture can influence how people set personal and professional goals, perform tasks and administer resources to achieve them. Organizational culture affects the way in which people consciously and subconsciously think make decisions and ultimately the way in which they perceive. While other researchers has suggested that organizational culture can exert considerable influence in organizations particularly in areas such as performance and commitment. Bass (1985) said that transformational leaders frequently change their organizations culture with a new vision and revision of its shared assumptions values and norms. In a transformational culture, there is generally a sense of purpose and a feeling of family. Superiors feel a personal obligation to help new members assimilate into the culture. Assumptions, norms, and values do not preclude individuals from pursuing their own goals and rewards. In addition, Bass (1985) mentioned that transformational qualities lead to performance beyond expectations in organizational settings. A study of Ogbonna and Harris (2000) organizational culture and leadership finds that the two areas have been independently linked to organizational performance. A little critical research attention has been devoted to understand the links between the leadership and culture also and the impact that such an association might have on organizational performance (Ogbonna and Harris, 2000). Organizational commitment is an important employee attribute from the organizations perspective. Several studies have found relationships between high-commitment human resource policies and positive organizational outcomes such as productivity, quality, and profitability (Perryer and Jordan 2005). Organizational commitment has been studied in relation to employee performance there is still considerable controversy surrounding the precise nature of the relationship. While there is some evidence to suggest that organizational commitment is a mediating variable between leadership and performance. Consequently, studies that examine the complex relationships and interaction between these variables will be of value to management theorists and practitioners. Lok and Crawford (2004) said that organizational commitment and job satisfaction have received significant attention in studies of the work place. This is due to the general recognition that these variables can be the major determinants of organizational performance and effectiveness. A numerous of studies in the area of job satisfaction and organizational commitment have been asserted that leadership and organizational culture have significant impact on both job satisfaction and organizational commitment (Chen and Francesco, 2000; Mathieu and Zajac, 1990; Williams and Hazer, 1986). Lok and Crawford (2004) had the same result in his research which has been done to make comparative between Hong Kong and Australian managers the result confirms that organizational culture and leadership styles are important organizational antecedents of job satisfaction and commitment. However, the influence of national culture on leadership styles, organizational culture and their subsequent effects on employees job satisfaction and organizational commitment were not explored intensively enough in National Oil Corporation in Libya. To choose National Oil Corporation in Libya for the current study because Libya is a member of the Organization of Petroleum Exporting Countries (OPEC). It holds the largest proven oil reserves in Africa which make it as one of the most important oil-producing countries in Africa and in the world. Therefore, petroleum sector in Libya is very important sector which is like the backbone of Libyan economy. In this context, National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. In additionally, the study expected to offer some useful information of leadership style in National Oil Corporation in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. 1.2 Purpose of Research Study The purpose of this study is to explore the relationship between transformational leadership, organizational culture, with job satisfaction and organizational commitment in National Oil Corporation in Libya. Cameron and Quinn (1999) pointed out that numerous studies report the most frequent reason given for the failure of planned organizational change was due to a neglect of the organizational culture. According to Schneider (2000) Organizational culture is a key to organizational success, and effective leadership is the means by which the culture is created and managed. Understanding organizational culture is an important activity for managers because it affects strategic development, productivity and learning at all levels of management (Twati and Gammack, 2006). The relationship between transformational leadership style and organizational culture was examined by some researchers such as Xenikou and Simosi (2006), who asserted in his study that organizational culture had direct impact on organization performance while transformational leadership had indirect positive influence on performance through its impact achievement orientation. This study showed that organizational culture mediates the effect of transformational leadership on performance. Therefore, the purpose of the study is to accept or reject the suppositions that there is a relationship between transformational leadership style organizational culture with job satisfaction and organization commitment in National Oil Corporation in Libya. Therefore, Yiing and Bin Ahmad (2009) pointed out that leaders behaviors have positive and significant relationship with organizational commitment. On the other hand, cultures have significant moderating effects on the relationship between leadership behaviors and organizational commitment. However, the main academic purpose of this study is to make a contribution in leadership field behaviors on culture and on organization behavior in the petroleum sector in Libya. 1.3 Problem Statement The oil sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the world and that the interest in this sector is very important. Therefore, this sector needs professionals leaders who can achieve all the goals of both employees and organization. An organization short on capital can borrow money, and one with a poor location can move. But an organization short on leadership has little chance for survival (Darwish, 1998). A set of characteristics that help leaders to achieve the plans, programs, policies and strategy that have been developed and the advancement of their respective organizations. The most important of these characteristics experience, decision-making, knowledge and to deal with the environmental variables that may occur both within and outside the organization. The weakness of these skills and characteristics makes it difficult for leaders to carry out its functions and achieve organizations goals. Therefore, Chen (2002) found that transformational leadership behaviors have a slightly positive relationship with organizational commitment. While Harris and Mossholder (1996), pointed out that organizational culture stands as the center from which all other factors of human resource management derive. It is believed to influence individuals attitudes concerning outcomes, such as commitment, motivation, morale, and satisfaction. In addition, Bass (1985) have mentioned that demonstrates the relationship between leadership and culture by examining the impact of different styles of leadership on culture. He argues that transformational leaders frequently work towards changing the organizational culture in line with their vision. Similarly, Brown (1992) observes that good leaders need to develop the skills that enable them to alter aspects of their culture in order to improve their organizational performance. The leaders of National Oil Corporation have to know that organizational culture, organization commitment and job satisfaction are very important factors can help them to achieve the goals of the organization, and these variables enhance organization performance. In short, and based to what has been mentioned above, this study is trying to clarify the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment in National Oil Corporation in Libya. Which the researcher believes it does not exist in Libya National Oil Corporation. Specifically, the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment and how organizational culture effect the relationship between transformational leadership style with organizational commitment and job satisfaction in National Oil Corporation in Libya. The research questions are as follows: 1. Is there any relationship between transformational leadership style organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 2. Is there any relationship between transformational leadership style job satisfaction in National Oil Corporation in Libya? 3. Is there any relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya? 4. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 5. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya? 6. Is there any relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya? 1.4 Focus and Research Objectives The overall objective of this study is to examine the role of leadership style in the National Oil Corporation in Libya. The specific objective in this study is to clarify the relationship between transformational leadership style with job satisfaction and organizational commitment while organizational culture is the mediate variable in the National Oil Corporation in Libya. The study expected to offer some useful information of leadership style in oil sector in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. The breakdown of these objectives yields the following specific objectives: 1. To determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 2. To determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 3. To determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya. 4. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 5. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 6. To determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. 1.5 Rationale of Study Previous studies have examined the link between leadership paradigms and behaviors and have shown a positive relationship, none has explained the nature of this connection, and therefore, how and why leadership affects performance. Future research needs to address this deficiency. In sum, based on the above discussion, there are many problems and gaps in existing studies of the leadership performance relationship that need to be addressed before a clear picture of this relationship can be drawn (Jing and Avery, 2008). Therefore, the aim of this study is to investigate the relationship between transformational leadership, organizational culture with job satisfaction and organizational commitment in the Notional Oil Corporation in Libya. Therefore, the topic of leadership is very important to the organization performance and the entire petroleum sector. Leaders can set the direction of the organization and it is very significance issue can lead the organization to achieve their goals. To do this study in the Notional Oil Corporation in Libya because Libya is the one of the (OPEC) organization and this sector is very important which is like the backbone of Libyan economy. Therefore, organization culture influences organization performance and also the employees. Organization culture influence perceptions of employees towards investors of technology transfer. Additionally, try to add useful information to improve our knowledge for this field in Libya. 1.6 Significance of Study This study is important for several reasons, to make a positive view of transformational leadership style in the National Oil Corporation in Libya. To clarify the problems and barriers encountered in application of transformational leadership style programs in the National Oil Corporation in Libya in the context to the case included in this study. In addition, to clarify the role of leadership to improve organization performance in the National Oil Corporation in Libya and to what extent this leadership succeeded to achieve organizations goals. On the other hand, this study is an attempt to participate in and contribute to research resulting in knowledge increases. Assist scholars, and other researches in leadership field. The researcher achieved that the leadership style and organizational culture play a significant role to effect organizational commitment and job satisfaction in National Oil Corporation in Libya. In particular, how transformational leadership style and organizational culture can impact organizational commitment and job satisfaction in National Oil Corporation in Libya. Finally, the researcher achieved the nature of the relationship between all these concepts such as transformational leadership style, organizational culture, job satisfaction and organizational commitment in National Oil Corporation in Libya. 1.7 Definition of Terms 1.7.1 Leadership Leadership, like most other concepts in social sciences, has no single or unique definition. It has been defined differently by different authors. Leadership is defined as the process of influencing employees to work toward the achievement of objectives. While others defined leadership as a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization. 1.7.2 Leadership Style Leadership style is the way to understand why leaders, faced with seemingly identical situations, use such different decision processes. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. In the other meaning, it is the ability of a leader to influence subordinates to performing at their highest capability. 1.7.3 Transformational leadership Transformational leadership is grooms followers into future leaders by giving them freedom to control their behavior, elevates followers concerns from physical to psychological needs

Bistable Flip-Flop Experiment

Bistable Flip-Flop Experiment Objectives: To study the properties and performance of cross-coupled inverting logic gates. To set up the gates in order to obtain an experience, in the same time able to understand the Bistable Flip-Flop. These circuits have been mostly replaced become a straightforward and effective design. These designs for applications including large dimension digital circuits. Although these circuits have been changed, they still have important use range, and it is necessary to understand their characteristics. This experiment state clearly that digital circuits are still be made from analogue parts. It has analogue functions correlative to current, voltages and time-varying diversification. Materials and Equipment: Built-in socket connector bread board A selection of IC devices Jumper wires and connector leads Digital multimeter with test probes Theory: Flip-Flop A standard Bistable circuit is made by simple combination of NAND gates or NOR gates. Hence, produce the required sequential circuit. Common Sequential Logic circuits: Clock Driven- Synchronized to a clock signal. Event Driven- Asynchronous. Changing state when an external event happens. Pulse Driven- Combination of Synchronous and Asynchronous. SR NAND Flip-Flop This system assembled of two inputs and two outputs. R and S inputs are representing Reset and Set. Q and are represent as outputs of the circuit. Firstly, user need to construct the inputs Set and Reset to a pair of cross coupled 2-input 7400 NAND gates in order to shape into a SR Bistable. Thus, the action of feedback may occur from each output to one of the other inputs. RST Flip-Flop The device connected and synchronized to a clock signal. The outputs are only trigger when Set (S), Reset (R), and Trigger (T) inputs are in logic 1 level. There will we un-trigger when the inputs are in logic 0 level. NAND gate M74HC00 is a high rate CMOS QUAD 2-input NAND gate. Silicon gate C2 MOS technology is applied. The internal circuit is build up by 3 stages including buffer output, which can prevent high noise and produce stable output. Task Discussion: Investigation of a Bistable Flip-Flop Theoretical Details: The consequential circuit has two stable situations, when the direct feedback cross-coupling is implemented among inverting NAND logic gates. Bistable is either of which can be choose by submission of the correct input situation. R and S inputs are representing Reset and Set. Q and are represent as outputs of the circuit. At standard running, both NAND inputs must normally be logic 1 level. The logic level of the Q and outputs will become relative. To stabilizing the two possible states, changing the R input temporarily to logic 0 level, that will create a output with logic 1 level. In the same time, the output output with logic 1 level will be applied to the S input (2nd input), which is logic 1 level. Thus, the Q output will temporarily become a logic 0 level. While both R and S inputs become logic 0 level at the same period, it is forbidden. In this state, both Q and outputs will become logic 1 level. Hence, that will override the load-back motion. The final state of the latch will not be resolved in front of time. One practical unfavorable of the RS Flip-Flop effects from the data that the outputs can change state when either or both of the logic level of inputs is change. Operation is non-simultaneous. Modifying the Bistable Flip-Flop: Creating an RST Flip-Flop Theoretical Details: It is similar in the RS NAND Flip-Flop operation. The R and S inputs are at logic 1 level. The third input (Trigger) has been added. The Q and outputs can only change states while the Trigger input is at logic 1 level. If logic level of Trigger input is 0, the R and S inputs are no effect for the outputs. In a valid operation, the R or S inputs must be logic 1 level, and the Trigger input must be logic 1 level and then logic 0 level. In the end, the selected input must be returned to logic 0 level. Investigation of a NAND gate Theoretical Details: The NAND gate is a digital gate, obtains voltages and currents at its inputs. While connect to the variable voltage supply, these may involve any value in a real circuit. For instance, since during an input changes, the output voltages may takes a non-zero time for the change to occur, so the voltages will not be accurately come up to 5V or 0V all the time. Objective: To concern the transforms and voltage levels of the output of the NAND gate to the states of the inputs. Procedure: Circuit shown in Figure 2.7 is constructed and an external variable voltage from a power supply is used. Any value from 1k? to 10k? can be taken by R1. A fixed digital voltage (0 or 5 volts) is applied to one terminal of a NAND gate. A variable voltage is applied to another terminal. Firstly, the input voltage Vin is varied up to a maximum of +5V and Vin against Vout is plotted. Thus, the logic 1 output voltage (V1) and the logic 0 input voltage (Vgo) are determined. The output unchanging for wide ranges of input voltage is noted. To found the overall behavior, the rough initial experiment is did. More reading is taken. Conclusion: All of the objectives are achieved. In this experiment we understand the theory of Bistable Flip-Flop, Standard SR NAND Flip-Flop and RST Flip-Flop. All of the properties and performance of cross-coupled inverting logic gates have been studied. Experience is obtained during the construction of the gates. In conclusion, at standard running of SR NAND Flip-Flop, both NAND inputs must normally be logic 1 level. Thus, the logic level of the Q and outputs will become relative. While both R and S inputs become logic 0 level at the same period, it is forbidden. In this state, both Q and outputs will become logic 1 level. Hence, that will override the load-back motion. The final state of the latch will not be resolved in front of time. For the operation of RST Flip-Flop, the Q and outputs can only change states while the Trigger input is at logic 1 level. If logic level of Trigger input is 0, the R and S inputs are no effect for the outputs. Hence, to obtain a valid operation the R or S inputs must be logic 1 level, and the Trigger input must be logic 1 level and then logic 0 level. In the end, the selected input must be returned to logic 0 level. References: http://www.play-hookey.com/digital/rs_nand_latch.html http://www.play-hookey.com/digital/clocked_rs_latch.html http://us.st.com/stonline/books/pdf/docs/1879.pdf http://www.electronics-tutorials.ws/sequential/seq_1.html

Online Education Versus Traditional Education Essay -- Education and t

With high speed internet available to potential students of all economic levels, schools are opting to implement online classes into their traditional teaching curriculum. As a result, our society is divided in two different ways of thinking on the education. Some believe the modern method is better than the traditional method of teaching. Personally, I believe both methods should balance one another instead of attempting to substitute one another; this way their purpose of educating will be far more successful. Online education, also called long distant learning, can be defined as a new method of learning through a computer network. This modern way of teaching gives students an opportunity to take classes online. Bill Gates recently predicted that in five years most colleges will be providing online education. â€Å"The self-motivated learner will be on the Web,† Mr. Gates said, speaking at the Techonomy conference in Lake Tahoe. â€Å"College needs to be less place-based.†(Steve) Online courses allow students to access course content, including reading lists and library materials, at any time. This flexibility of online courses is primarily important for students who have young children, who are caring for ailing or elderly family members, who have full-time jobs, or who live too far from campus. Flexible hours are also beneficial because it allow students to work at their own speed; taking courses either part time or on an accelerated schedule. According to the article in t he New York Times, titled â€Å"Study Finds That Online Education Beats Classroom,† the SRI International for the Department of Education, conducted a research on online versus traditional classroom teaching from 1996 to 2008. Most of the studies were conducted in co... ...ies to pull up all of those related bits of data from their multiple storage areas in response to a single cue. This cross-referencing of data means we have learned, rather than just memorized.† However, it is important to accentuate that learning highly depends on the students’ motivation to learn. So it still comes down to the effort that the students put into their education that ultimately decides how beneficial the overall experience was to their future career. Works Cited Willis, J. (2008). Brain-based teaching strategies for improving students' memory, learning, and test-taking success (Review of Research). Childhood Education, 83(5), 31-316. Lohr, Steve. "Study Finds That Online Education Beats the Classroom"." New York Times (2014). Web. 16 Mar 2015. Lohr, Steve. "Second Thoughts on Online Education." New York Times (2013). Web. 06 Mar 2015.

The European Revolutions of 1848 Essay -- European History

The revolutions of 1848 were widespread and affected about 50 countries in Europe, considering the previously separate lands of Germany and Italy. These revolutions were extremely violent and costly. In terms of lives, tens of thousands were lost during battles with several thousand more being lost in executions. Over 100,000 individuals were jailed or exiled as well. While these individual countries had significant nationalistic grievances, such as anti-Austrian attitudes in Italy, anti-Russian and anti-Turkish opinions in Rumania, anti-Habsburg in Prague and Budapest, German patriotism divided German as did Polish patriotism in Poland; it was the political and economic struggle that were the prevailing catalysts for the revolutionary uprisings. There was widespread economic crisis in the European continent in the mid 19th century. Agricultural failures from 1845-1847 which resulted in increased food prices impeded the people’s ability to buy food. The people in Berlin were so angered over the cost of food that they rioted for four days. A third of the German population was on government relief by 1847, resulting in the number of Germans leaving for the United States in search of farmland to increase dramatically. In Prussian Silesia and Austrian Galicia over a quarter of a million people died as a result of starvation. Anger over the ancient regime of government and its political tyranny was viewed as the single most important cause of the numerous revolutions. Heightened political awareness due to the invention and extensive use of the printing press was instrumental in fostering political awareness of new ideas such as liberalism, nationalism and socialism. Additionally, many of the countries were aware of the succ... ... positive results of the uprisings were the spread of parliamentary governments, the allowance of manhood suffrage in France and briefly, in Austria, the elimination of lord owned and tenant farmed land in Central Europe, the beginnings of the German and Italian unification movements, and the establishment of Hungary as an equal partner with Austria under Hapsburg rule. Works Cited Western Civilization: A Brief History, Complete [Paperback] By Marvin Perry, Publisher: Wadsworth-Cengage Publishing; 7th edition 2010 pp 333-347 â€Å"Sparknotes† http://www.sparknotes.com/ Linked from â€Å"Sparknotes† The Revolutions of 1848 (1848) http://www.sparknotes.com/history/european/1871/section1.html â€Å"Fordham University† http://www.fordham.edu/halsall/mod/modsbook.asp Linked from â€Å"Fordham University† Encyclopedia of 1848 Revolutions http://www.ohio.edu/chastain/index.htm

Imaginative Experience in a Music Concert Essay

I believe everyone’s been through a stage of life where you eat, sleep, dream, walk, talk, breath and hear your favorite artist or the band you love [well, would be an understatement] play their number in front of millions of people, amides which you stand singing the lyrics sung on stage without a thought of what may happen tomorrow, it’s just the song and you at the moment. Oh! Just the thought of it makes me want to quiver. But that didn’t last long until last November, few weeks after my birthday, my father came home with the brightest smile on his face and those twinkling eyes which I think would light up the street that I was living on. He said, â€Å"Guess what† and my heart started running at the speed of Usain Bolts 100 meter sprint. Then he finally spoke those magical words, which till date brings a smile to my face, â€Å"I GOT YOU TWO TICKETS FOR THE MUMFORD – AND – THE – SONS CONCERT.† My heart at the very moment crept inside my mouth with the outburst of such excitement. I think I passed out for a minute or two but quickly re-collecting myself I asked him how? He then explained, it was a small gesture of appreciateation from the people from Delhi whom he had helped in their short stay in Gangtok. Those long explanation didn’t really matter much as I was taken back to what would I wear, whom would I take? Which reminded me that I had to make a phone call to my friend? On the phone was my best friend Pema and with such difficulty to hide my excitement I busted out in giggles asking her to join me for this trip to Goa, where the concert was happening. She, at first couldn’t believe what she was hearing but after all we are diehard fans of the Mumfords so she happily agreed. After few days of packing and bickering we were on our flight to Goa. My inner goddess was doing back flips and dancing with pom- poms in her hand. Soon we were good to go and ready to check in a hotel near the beach where the whole set up was going to take place. The show was the day after we arrived so we had enough time to chill in the beach and arrange our already arranged outfits for The Day! All of it seemed like a vague dream to me, nothing seemed real and when the day finally arrived my body started to get really numb every passing second. Soon it started getting really dark in the horizon and the view from the hotel window was breathtaking with the sun slowly being swallowed by the ocean in the far distance. I heard my heart pumping louder than ever making the last few countdowns for the show to start. Pema was standing beside me looking at the picture perfect moment, we stood there saying nothing rather just inhaling the fresh ocean breeze and preparing for our dream to shortly turn into reality. From a distance we saw groups of youngsters approaching towards the stage and we noticed we were getting late to mark our sports. So Pema ran out of the door and I quickly followed her locking the door behind me. Moments later we were out of the hotel and on the golden sand beneath our bare foot trying to surpass those ahead of us, straight towards the peak of where the golden sand drew its line and the stage was set up. We stood panting right before the youngsters whom we had noticed from our hotel window, it felt like a great victory to stand before then although soon we were on our knees tired after the run we had made. After regaining our breath we noticed the different colored lights, instruments and people running around the stage for their final touch up and in seconds they were good to go. I looked down at my watch and it was 6:30 and the whole sandy area was filled with blondes’, brunettes, red heads, mow hawks, bald and every possible look that a human can pull off the runway. The music kept filling our ears and soon there was a man on stage with a mike on his hand doing the usual check 1-2-3. The exquisite melody faded but continued to play in the background. The man then introduced himself as the host for the night and thanked us for being a part of such a wonderful project to raise fund for the children in Africa and India and no doubts we were in high spirits to be there. He then called on stage the band we had been waiting our whole life to see them play for us. Oh and that was the moment! My inner goddess with much excitement did a triple back flip and cartwheels all around the stage. The whole waiting was done with and the very next moment they were on stage The Mumford, leaving trails of goose bumps along my skin despite the heat. It was a bittersweet feeling over all, melancholy and a great deal of joy for having the opportunity to stand and watch the beauty of Indie. They started the night by singing their number on hit song on iTunes- I will wait. Although, my voice not so soothing and heavenly like theirs I closed my eyes and sang along. I thought to myself, â€Å"Surely, life in the clouds feels unreal.† Just as they sang the last verse I opened my eyes to see light everywhere, bright warm, piercing lights, endeavoring it, I kept it at bay for a few more precious minutes. Soon they played numerous amounts of tracks and we tried keeping up with the high spirited people just having to fail every time. Nevertheless, it was a night to be remembered and cherished throughout my life and be grateful to my father without whose generosity toward people got us to this days. So be kind to one another

Promotional Mix: Public Relations Campaign

ObjectiveTo stimulate PB awareness by participating with Make a Wish Foundation by donating a portion of sales from the PB holiday accessories line. Budget The PB holiday (value) line donations for the Make a Wish Foundation will be supported by a budget of $500,000 in the month of November and December from the total allotted $5 million per month marketing budget. Estimated costs are minimal as they will be included in a small card mailer each month and as an online pop-up with the web promotion.Message strategyTo promote donations and funding for the Make a Wish Foundation and raise local and national awareness for PB to support community engagement. The Make a Wish Foundation grants the wishes of children with life-threatening illnesses. It is Pottery Barn’s hope to raise $500,000 for the organization in 2013 through companywide involvement in donations from staff, customers and sales of the holiday line. Media planThe Sales reports will be reviewed weekly to ensure the tar get of $500,000 is progressing as hoped. The purpose is aid the Make a Wish Foundation and to widen the reach of PB to its consumers by adding a personal level to the organization. Offering employees a monthly payroll deduction with matching incentive from the organization, a 10% proceed from the holiday line sales, and customer donations the entire PB family will have the opportunity to give back to their community this holiday season. The web banner promotion running on the Frontgate, Better Homes and Gardens will accompany a Make a Wish/ PB cobranded pop-up allowing shoppers to donate immediately and at the time of check out.The Make a Wish Foundation ad will run the same timespan as the holiday line, November 1st through December 24th, purchases over $50Â  will still featuring the free gift offer. User profile information on social networking sites will be utilized to target and align with the PB consumer profile. The value promotion will be reviewed weekly and broken down into daily sales for each product in the value line, financial contributions will be tracked to total sales from the holiday (value) line. Donation goals will be set in place each week by location and by sales staff member, including web traffic.Additional commissions will be paid to associates, including designers that cross sell holiday product in their design sessions that meet and exceed their sales goals directly related to the holiday (value) line. It will be important to track leads from each online source using tracking software, Facebook ad audience profiles, following pay per click metadata, print ads, etc. to review electronic profiles of consumers online. Integrating PB rewards using the consumers email at checkout and providing electronic receipts will also allow further access to better defining successful community campaigns in the future.