Marketing analysis of texas instruments inc

Marketing analysis of texas instruments inc The company was founded in 1930 and adopted the name of Texas Instrument Incorporated in 1951. It entered the market of semiconductor in 1954 and was the first company to go global. Texas Instrument (TI) is famous for inventing the integrated circuit in 1958, thanks to Jack Killby who won the Physic Nobel Prize in 2000, and the handheld calculator in 1967. TI has always been among the Top 10 of the semiconductor sales leaders. In 2010, TI had revenue of 13.97 billions of dollars (see table below): TI has a 1.20 billion of dollars capital expenditures and cumulates worldwide about 38,000 patents. The company got a global presence in manufacturing, design or sales operations in 30 countries, which represents more than 80,000 customers worldwide for about 28,400 employees. The headquarters are based in Dallas, Texas in the United States. Rich Templeton is the chairman, President and CEO of Texas Instruments. The main products of the company are Semiconductors (Amplifiers Linear, Audio, Automotive, Clocks Timers, Data Converters, Interface, Micro-Electro-Mechanical Systems (MEMS), Processors), DLPÂ ® TV, Projectors, Cinema and Calculators Education Technology. TI has always been among the Top 10 of the semiconductor sales leaders. In 2010 TI is ranking 4 behind Intel Corporation, Samsung Electronics and Toshiba Semiconductors. Its other main competitors are Microchip Technology, Cypress Semiconductor, Integrated Device Technology and Xilinx. TI has the largest market share (14%) in the semiconductor industry which has an estimated market of 37 billions of dollar according to latest reports from Gartner. (See table below). This report will represent the main marketing activities of Texas Instruments Incorporated. The report has three parts: firstly, the organisations orientation, secondly, the audit (external and internal) of the organization and thirdly, the impact of the organisations marketing mix (positive and negative). TI orientation CONCEPT (Rajshekhar Raj 2006) To reach the goals of TI orientation, it has to be a relationship between the customer relationship management and the international service marketing research like it shows in the figure above. In order to make profits and increase the market share of a company, organisations have to develop marketing strategies. The idea is to reach the customer by meeting his needs and expectations. By understanding the market (surveys and researches), the company can make marketing decisions and implement a long term relationship strategies. Kotler said Todays successful companies have one thing in common: their success comes from a strong customer focus and heavy commitment to marketing. (Kotler.et.al. 2005) The modern marketing concept can be expressed as: The achievement of corporate goals through meeting and exceeding customer needs and expectations better than the competition.(Jobber. 2010:4) Marketing Concept The meeting of customer needs better than the expectations and the competition Integrated effort All staff accepts the responsibility for creating customer satisfaction Goal achievement The belief that corporate goals can be achieved through customer satisfaction Customer Orientation Corporate activities are focused On providing customer satisfaction (Jobber: 2010:4) All companies, and so on Texas Instruments that interest us, have the choice between 4 main marketing orientations: Product orientation Products that have good innovative characteristics and also the best quality that might match the customers needs and their satisfactions criteria; this is considered as an investment for the business in order to continue their sales strategies. (Kotler.et.al.2005) Sales orientation The Company constructs a large-scale of selling, promotion, and advertising without any concerns about customer satisfaction. (Kotler.et.al.2005) Production orientation To focus on minimized production cost in order to attract more customers, to attain economies of scales by having a limited range of products. (Jobber.2010:4); the company takes into account the competitions and market segments to focus on the cost of the product and its production range. (Jobber: 2010:5) Production capabilities: Focus of the production orientation. Manufacture product: the production line or cycle from the suppliers to the customer. Aggressive sales effort: Effort to sell and develop the marketing of the products. Customers: Customers who are demanding the products. Marketing orientation The Company must stay close to their customer and understand their need and problems. (Jobber. 2010:5) Figure 6: Marketing Orientation (Jobber 2010:5) This figure shows the approach to follow to reach the customers by understanding the potential market opportunities and the marketing products and services and by responding to the demanded requirements. (Jobber 2010:5-6) TI ORIENTATION THE COMPETITVE ADVANTAGE OF TI According to Michael Porter, the Competitive Advantage grows out of value a firm is able to create for their buyer that is exceeds the firms cost of creating it. Value is what buyer are willing to pay, and superior value stems from offering lower prices than competitor for equivalent benefit or providing unique benefits that more than offset a higher price. There are two basics type of competitive advantage: cost leadership and differentiation. (Porter, M. 1985:3) With other words, the competitive advantage can be achieved by creating a differential advantage or achieving the lower cost position (Johnson, 8th edition, 2009). There are two different competitive strategies to have an advantage on the competitors: the differentiation of the product and the cost of the product. The main analysis of competitive advantage is the Generic Strategy of Porter. The company has a relative position within an industry is given by its choice of competitive advantage: Cost Leadership versus Differentiation and its choice of competitive scope: firm targets broad industry segment or focuses on a narrow segment. (Jobber, 2010:714) The business makes a choice about the type and scope of its competitive advantages. (Porter, 1985, 12) We need now to take care of the external analysis and the internal analysis of TI marketing activities that will help TI to develop their own strategies. The internal view is based on industry structure and more precisely on decision of the Business. The (external) analysis of competitor is crucial to create a successful marketing strategy. (Porter, 1985) Audit of TI 1) PESTEL analysis When contemplated for the audit of Texas Instruments Inc., it is very much cognizance to utilize the PESTEL analysis for showcasing the frame work of macro-environmental factors. Texas instruments Incorporated are prominent in designing, manufacturing and selling of semi-conductors. It has four main segments involved that include Analog, Embedded Processing, Wireless and Other in which Analog and Embedded Processing is considered being the protuberant of primary growth eventually focusing its resources on the two segments. Political factors Initially excogitating the Political factors that lays high stake on the company takes to intervenes i.e.., its degree of intervene, effects of the interpose on the political stability of the company. In 2005, while positioning the portfolios, it has been judged that by the end of this decade, Texas Instruments Inc. will have an increase in the earning potential. Considering this, it has been noted that TXN has long term earning power and clearly witnessed at the present stage. (S.Parker2005: 01, Zipper.1992) Economic factors It is difficult to delineate dimensions and duration of the semi-conductor cycle. Earlier it was considered that if the situation strikingly disintegrates, or if the economy weakens, TXN is likely to outperform its rival and competitor, Intel. As contrary in direction, if the condition continues to improve, it will be highly difficult to judge the future performance of the company with respect to its benchmarked market position. (The Associated Guide.2011) In the earlier stages, TXN was pertained to the anticipation of cellular handset sales, especially from its then leading customer, Nokia. Due to some negative flow of news, the handsets where likely to under-perform during a short term (S.Parker.2005). Notable past event that accounts to the overall economic status of TXN: In order to justify the fact that TXN tried to cut short its dull portfolios and concentrate more on the growing markets with its RD, contemplating the earlier activities of TXN such as terminating a decades-long striving effort and endurance to survive in the computer line market, Texas instruments sold its business computer line to its then competitor, Hewlett-Packard. The above table and grapgh illustrates the distribution of revenue among TXNs four main segements As mentioned earlier, TXN focusses its resources mainly on Analog and Embedded Processing.The financial consequences of deficient or excess inventory levels in Texas Instruments Inc. i.e., the demand which varies with the past visualizations constitue to the economic factors that held stake over the company. Another issue added to it was the prejudice of Tis non-financial assests. Social factors Whilst sorting out the various factors that affects or holds stakes towards the company, social factors which includes cultural aspects, distribution ratios, change in social trends that has its own effects on the company, etc., are also considered to be imporatant as analysing these will help the company gain better knowledge over the industrial needs and the consumers perspective towards the company. Texas Instruments Incorporation has three main objectives towards increasing its revenue with respect to social factors. First objective being the growing of revenue at a much faster rate than that of the current market. The second being the growing of earnings per share at a higher pace that the obtained and obtaining revenue. The third main general objective towards its financial terms being the efficient usage of the captital. The countries where Tis suppliers and customers are located or operated has an varrying constituting level based on the social conditions of the countries which includes health conditions, security risks, varrying trasnportation facilities, fluctuation in the exchange rates of different currencies (Kurtz, Mac Kenzie, Snow209: 2011) The Corporate Responsibility magazine has announced Texas Instruments Inc. as one among the top corporate citizens for the ninth time with respect to the human rights, employee relations, governance, philanthrophy, environment, climatic changes and financial weightings (www.thecro.com. 2011) Ti(India) is the first multinational company setting its one of the largest RD centres for the first time time outside the USA. (www.ebonline.com c.2011) Technological factors Analysing the various factors influencing Ti, it becomes apparent that Ti focusses heavily on RD as it helps Ti to navigate through the competettive market. Innovation in technology plays a major role in making its products markettable. To levitate its products, one of the latest innovation was usage of Power Line Communication(PLC) which offers a cost effective mode of communication media for a broader magnitutde of applications. The above figure depicts that Texas Instruments( Ti) developers can optimize their applications based on their need and can modify to the new standards, (Olivier Monnier2010: 2) TI Delivers Flexible Power Line Communications Solutions The main components for its current top positioning appear to be flexible but Ti follows varying procedures to survive. One such is the procedure of periodically implementing new manufacturing technologies, equipments, testing methods and even with the subcontract services (Scarisbrick: 1996). The company along with its competitors strives with the best possible innovative products. However it is advisable for Ti to reduce its level of inventory except for the range of Analog (S.Parker2005: 15). Bringing out innovative products alone does not state a company in the top ranking list. Considering this, Ti also concentrates on the product life cycle developments. As it is well known that Ti does not concentrates much on the end users, it is important to get regular feedbacks regarding the product life cycle and its reliability. It arranges separate programs to carry on with these processes. (www.ti.com c. 2011, www.prnewswire.com c. 2010) Environmental factors Whilst analysing the environmental factors of Texas Instruments Incorporation, at present it is highly importunate to follow up the recent tragedy that happened in Japan causing a substantial loss of lives and materials including the manufacturing site of TXN bases on the cities of Miho and Aizu-wakamatsuthat, Japan. From the reports of the company, it is clear that TXN will reinstate its manufacturing site, initiating with many different line in the unit. TXN has set up alternate manufacturing sites for about 60% of the wafer production from the Miho plant. Some of the substantial damage at the Miho due to the earthquake: The delivery channels which includes its infrastructure systems were damaged but resetting those damages are in progress and expected to be over in a few weeks of time. The seems to be an unclear state in the manufacturing equipments due to the highly interepted power supply. On an over view it has been clearly noted that the Miho building has a very obtuse damage apparently making the main struture to be certified usable. TXN keenly recognizes the following important factors that might cause discernible results that differ from the expectation of the company such as: The change or revolutionize the market environment of semi-conductors especially in the principal markets like consumer electronics and consumer. At the present stage, the improvement in technology environment in the present stage has made Texas Instruments Inc. raise its ability to develop, manufacture and market its products. Considering the sour fact that the marketing strategies of Texas Instruments are considered to be unsatisfactory when compared with its counter parts, TXN competed in the highly competitive market with its innovative product and challenging prices (L.Shanklin1998: 10). Natural happenstances like drastic weather changes, floods, earthquakes and other calamities constitute to the environmental factors are overcome by the companys pre-stated strategies. Taking into account for the usage of eco-friendly products, Ti moves towards lead free products (www.ti.com c. 2011, www.prnewswire.com c. 2010). Legal factors For any multinational Plc, it is very much certain that there are many awaiting varying legal factors in different countries in which the other units are located. Now this becomes apparent for TXN to face such legal issues which might have greater effects on the company (www.prnewswire.com c. 2010). Legal factors recognized by TXN as major issues for the company: The license agreements between Ti and its stake holders tend to be different in different countries. The expiry of patent licenses and agreement might lead the other companies to capitalize over TXN, which follows by the risk of any apertures in the agreements due to the countrys laws. The changes in tax that are brought about by governments of various countries, the change in jurisdictions could cause outcomes such as instability in the tax audits. The product liability and warrantee differs from place to place depending upon the law prevalent. 2) SWOT Analysis Strengths: Obviously, Texas Instruments has been considered as pioneer and the leader in technology and innovations of semiconductor products ranging from defence, metallurgical and digital products. Its reputation and track record as an institution build TIs credibility and integrity in the market. The existing manpower and connoisseurship of the company and its technology used will always provide TI the leverage to significantly cut the production costs without compromising the quality of their products. The strategic global locations of the TIs expanded operations in North America, Asia and in Europe, paved the way for TI to widen its reach in the industry. The expanded operation in some parts of the world strengthens the brand recognition of TI being well known for its product innovation and diversification. TI is also aware of social and environment issues by continuous improvement on production safety improvement, community involvement and sustainability as it has been being awarded from The Worlds Most Ethical Companies Ranking since 2007 (Eethisphere 2011). All of these factors can be valuable resources to advance TIs market presence and increase its share in the industry. Weaknesses: Texas Instruments being a leader and one of Americas pioneers in electronic industry was far more focused on product development, innovation and diversification to the extent that it overlooked the marketing side of the business. Its concentration is on the technological development created the loophole of lacking the skilled and strategic marketing power of the company. This has been evidenced by the fact that the entire marketing arm of the company is heavily reliant on its distributors. Its dependency on the distributors weakens the companys capacity to saturate the market despite its prominent brands and quality products sold. Opportunities: The recent changes in market dynamics for electronics offered an opportunity for TI to evolve as an organization. This calls for the company to reorganise itself to cope with the demands in the changing market. This means that the existing organisational set up or structure has to be change to suit the existing market dynamics. It is therefore a chance for TI to grow and develop as an organisation at pace with time. Its recent innovations in the market also provided the platform for the company to establish an improved customer services. With the existing technologies and leadership in the industry, TI can afford to compete in the market through price matching and discount referral to its patrons. Also, its expertise and technological advancement being the trusted name in the industry can provide greater opportunity for TI to create product differentiation through intensive research and development schemes. This therefore changes the image of the companys products as commodities but rather can create an image as a technology and a brand. In this case, TI can therefore increase its market share through branding. Threats: The emergence of new competitors, introduction of global prising system that conforms the prices of distributors threatens the survival of Texas Instruments in the market. The emergence of new and innovative companies produces stiff competition in the market. TIs tendencies to lost share in the market are higher along with its loss of distributors who adopted global pricing system. TIs non-conformance to the latest trend of global pricing system threatens its business relationship with distributors who happened to be the companys backbone in and perhaps life blood in marketing. If it has to survive in the market, corresponding measures should be carried to address these existing threats. Alternatives/options: Based on the herein stated SWOT Analysis of TI there are options that needs to be considered in order for TI to survive in the market and increase its profitability. These alternatives are based on the principle of utilising its existing organisational strengths and opportunities to overcome its weakness and prevent the perceived and existing adverse effects of threats. The following alternatives are as follows: a. TI shall implement reorganisation/ restructuring This means that an organisational overhaul should be done. Its existing structure and set-up which was established to address the dynamics and development of the market several years back are no longer relevant or responsive to the existing market dynamics. Also, this allows TI to set up a new breed of leaders in the company who can understand and cope with the existing dynamics. Traditional knowledge in the industry should blend with the new trend of innovative market. It is very vital for TI to evolve as an organisation and operate according to the recent market developments. Its structure should be responsive to the prevailing market demands and procedural process. Once the organisational set up has been updated it is now ready to implement the succeeding changes in terms of marketing and financial strategies. b. Product Differentiation TI being a popular and well known for quality products in the market was the only advantage it has in the market. However, its technological advancement and continuing product innovation was not being utilised to differentiate its product from the normal commodities in the market. Thus, it is a best alternative for the company to emphasise its research and development capacities as an institution in the development of new and quality products. Thus, its research and development capacities and expertise as an organisation will be magnified in the market in order to create product differentiation of the TIs production. c. Direct Selling/Servicing to Small and Medium Businesses The untapped market segment of TI was the growing small and medium businesses. This happened due to TIs heavy reliance on distributors. It is one of the best marketing option that TI should engage direct business with the small and medium scale businesses in order to widen its scope and reach in the market. Though this sector is not so lucrative when it comes to profit but its number is continually growing and most of them are locally operating. Therefore, this will minimise reliance on distributors and will promote market survival. e. Competitive Pricing Consistent with the product differentiation strategy, it is not advisable for TI to conform the global pricing system. What is appropriate with its existing market status is to develop a competitive pricing system. Since its credibility and track has been well established and with the advancement of its technology used in production methods, it is certain that TI can produce quality product at a competitive price. Its expertise in the production side can be leverage for TI to reduce its operational and producti0n cost through mechanisation.

New and Significant Management Insights from Recomputed Baldrige Scores

Baldrige Criteria raw scores were statistically analyzed carrying out correlation test, t-test, and regression analyses tests on two (2) groups designated as Leaders and on another group as Others. From an earlier examination of the respondents that the Leaders were actually Senior Leaders and that the Others were actually Junior Leaders, the tests consistently showed that the Senior Leaders were more concerned with external factors, such as satisfying Customer and Market Focus and delivering Business Results.Expectedly, as Junior Leaders, they showed total balanced concern for all the categories of the Baldrige Criteria.Results of both groups descriptively (Commerce, 2007b) fell into the Baldrige Leadership and Results Triads, pages 4 and 5 (Commerce, 2007b). Other possible uses of already available Baldrige Criteria raw scores must be further explored especially in the feasibility of predicting favorable leadership qualities towards successful organizations. Introduction What a bet ter way to define leadership than through differentiating it with management by these 2 very self-explanatory popular business amorphisms: Management guru Peter Drucker and Bennis jumbled words, in that:â€Å"Management is doing things right; Leadership is doing the right things† (Warren Bennis, 1995). Thus, Bennis, then has more to say, in that: â€Å"Managers want to be efficient. Leaders want to be effective†(Warren Bennis, 1995). Through the centuries, man has always been awed by outstanding leaders. Hence, through the years, continuing search has been made of the unmistakable character traits of leadership, obviously found in leaders. There have even been attempts at possibly measuring leadership, or if not, trying to segregate those people who are leaders from those who are not leaders by applying some pre-set leadership criteria on them.Review of Related Literature The Value of Leadership Qualities of leadership, specifically military leadership are found not on ly under the subject heading Military Leadership in the earlier August 1999 US Army Field Manual (FM) 22-100 Army Leadership Be, Know, Do version (Army, 1999) but also in just the latest October 2006 US Army FM 6-22 Army Leadership Competent, Confident, Agile version (Army, 2006). From the 1999 US FM 22-100, Napoleon Bonaparte, a most famous military leader boasted (more, later) that: â€Å"A man does not have himself killed for a few halfpence a day or for a petty distinction.You must speak to the soul in order to electrify the man† (Army, 1999). Moreover, according to the same 1999 US FM 22-100, it would be safe to declare then that with those good qualities of leadership, former US Army Sergeant Major Richard A. Kidd had this to say (more, later), that: â€Å"Soldiers learn to be good leaders from good leaders† (Army, 1999). It will be at best a very highly debatable issue (Frances Hesselbein, 2004; Jason A. Santamaria, 2003), the importance of military leadership o ver civilian leadership, as just fitting and right.Over 228 years of US Military fighting history and existence, only in the past 8 years, already two military volumes of the US Army on Military Leadership had been printed, as we have seen above: the year 1999 FM 22-10 and the year 2006 FM 6-22, representing the US’ foremost military leadership literature. Why and how the US became a military power may also be attributed to those two manuals which encapsulated especially the US Marines’ superior rigorous and highly-proven training methods over 228 years to produce the US Military’s effective and successful military leaders/officers and soldiers (women from all ranks included).Without deliberately and unnecessarily comparing and contrasting (though debatable) military leadership and civilian leadership, it just cannot be helped; however, to sufficiently point out only two major differences between them. Obviously, first, the highest stakes are over human life-and -death situations and possible widespread public infrastructure damage by which military leaders could legitimately under military leadership give the orders for the go-ahead, as in â€Å"to seek and destroy (with impunity and without prejudice! )†.Such situation cannot be compared with any other civilian leader, except for the lone duly-elected civilian President also deciding as Commander-in-Chief of the nation under a democratic country where civilian authority is supreme over the military. In other words, hands down, each individual military leader or officer is tasked to the extremes: physically, mentally, emotionally, spiritually, psychologically, socially, and so on–more than any of his civilian counterpart under any same given conditions (Frances Hesselbein, 2004; Jason A. Santamaria, 2003).Second, it could be generally inferred that it would be much easier to make the transition by a military leader to become a civilian leader (to be discussed later); than for a civilian leader to become a military one—simply because of more demanding requirements of the civilian individual (or leader) by the military life (Frances Hesselbein, 2004; Jason A. Santamaria, 2003). Civilian leadership may be further subdivided into spiritual leadership in origin or in nature (Greenleaf, 2002), political leadership (Gardner, 1990; Warren Bennis, 1995; Yukl, 2001), and business leadership (Covey, 1900, , 1992, , 2006; Jason A.Santamaria, 2003; Yukl, 2001). For leaders who are successful in their own fields, yet surprisingly, they still feel themselves very melancholy and unexplainably â€Å"unfulfilled†, the most plausible search for their fulfillment, obviously with very strong spiritual undertones, may come from imbibing that concept of servant-leadership, a term coined by Robert K. Greenleaf who wrote Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, 25th Anniversary Edition as a hardcover (Covey, 2006; Greenleaf, 2002).Naturally, proponents, advocates, practitioners, and â€Å"fanatics† of this â€Å"Greenleaf culture† or those practicing spiritual leadership should be, just to give examples, are the so-called Roman Catholic religious orders with lifetime vocations of daily self-denial comprising the monks, missionaries, contemplatives, and so on. Tao Te Ching, ca. 6th century BCE as described in chapter 17, on â€Å"servant-leadership† remains to be a timeless ideal (Greenleaf, 2002). Following closely at his heels, Jesus Christ ca. 33 AD sought to teach his disciples that in order to be first they must â€Å"wash each other's feet†.In other words, taken directly from the Online 1611 King James Version (K. J. V. , 2007) from the gospel evangelists’ accounts, the disciples must seek to serve each other in order to be true leaders from Chapter 13 of the Gospel of John (K. J. V. , 2007). And again, Jesus said that â€Å"many who are first will be last, and many who are last will be first† meaning that true leadership, according to Jesus, was leadership based on servanthood from Chapter 19 according to the Gospel of Matthew (Covey, 1900, , 1992, , 2006; Gardner, 1990; K. J. V. , 2007).Thus, now many years later if analyzed, notice Bonaparte’s speaking to man’s soul to electrify man (Army, 1999) for man to join his Army, with the certainty that that man will get killed–can be found in the servant-leader concept during World War II as exquisitely applied by the German people and the German Army in their allegiance to their Fuehrer (Adolf Hitler) of the Fatherland (nation Germany) and by the Japanese people and the Japanese Army in their allegiance to their considered demi-god Emperor (Emperor Hirohito) of their beloved nation Japan.It really is noteworthy that Larry C. Spears, President and Chief Executive Officer (CEO) of the Robert K. Greenleaf Center for Servant-Leadership since 1990, summarized Greenleafâ⠂¬â„¢s works by listing down the servant-leaders’ ten (10) characteristics which because of the concept/principle of the servant-leaders’ deep spiritual underpinnings, all the other mentioned habits or values of civilian leadership literature can be included in any one of these ten items. The following list can be considered a veritable â€Å"How To’s in Leadership†:Hence, those other leadership habits or values, also cited accordingly alongside each of these characteristics mentioned are from Stephen R. Covey’s The 7 Habits of Highly Effective People (Covey, 1900), Principle-Centered Leadership (Covey, 1992), and The 8th Habit from Effectiveness to Greatness (Covey, 2006); John W. Gardner’s On Leadership (Gardner, 1990); Warren Bennis and Joan Goldsmith’s Learning to Lead (Warren Bennis, 1995); and from Gary Yukl’s Leadership in Organizations (Yukl, 2001). 1. Listening (Greenleaf, 2002):While other leaders are expected to be e xcellent communicators and decision-makers, servant-leaders, rather than to be listened to, are now more than ever, expected to listen intently to the others (Greenleaf, 2002). Habit 6, Synergize (of 7 or of 8), that the would-be-leader, believing that the whole is bigger than the sum of the parts, through mutual trust in attentively listening to the other person they could both arrive at the best solution because they listened to one another, better than either’s (Covey, 1900). Same as Characteristic 7, They Are Synergistic (Covey, 1992). 2. Empathy (Greenleaf, 2002):Servant-leaders try very hard to understand and empathize with others, accepting them as they are, and as they come and go (Greenleaf, 2002). Habit 5, Seek First to Understand, Then to Be Understood, that the would-be-leader must try his best first to identify with the other person before he himself expects to be understood by that person (Covey, 1900). 3. Healing (Greenleaf, 2002): An on-going phenomenon betwee n serving and being served is not only the potential but the actuality that both serving and being served are â€Å"healed† or â€Å"made whole† again by their shared experiences (Greenleaf, 2002).Habit 4 (of 7 or of 8), Think Win/Win, that the would-be-leader makes sure that his counterpart and he are both benefited by any arrangement or agreement they have arrived at (Covey, 1900). Habit 7 (of 7 or of 8), Sharpening the Saw, that the would-be-leader voluntarily and regularly maintains a balanced personal renewal of his physical, mental, social/emotional, and spiritual dimensions (Covey, 1900) and very similar, if not the same as Characteristic 5, They Lead Balanced Lives (Covey, 1992) and Characteristic 8, They Exercise For Self-Renewal (Covey, 1992).Bennis was able to grasp this truth, in that: â€Å"As Sophocles observes in Antigone, ‘’But hard it is to learn the mind of any mortal, or the heart, 'til he be tried in chief authority. Power shows the ma n’’’† (Warren Bennis, 1995). 4. Awareness (Greenleaf, 2002): Able servant-leaders are usually sharply awake and reasonably disturbed from integrated holistic perspectives, yet with inner serenity (Greenleaf, 2002). Habit 1 (of 7 or of 8), Being Proactive or the concept of Inside-Out, that any significant type of change in the would-be-leader must first come from within himself (Covey, 1900).

Essay on Dyslexia - 2503 Words

Dyslexia Growing, developing and learning are the facts of life for all children. Each day children are faced with many new concepts and various challenges. Can you imagine how it feels for a child to face not only new challenges life has, but to face these challenges while living with a learning disability? These challenges are met not just when they begin school either. Students suffer from learning disabilities from the moment they begin learning, not when they start school. Learning disabilities are real and they affect millions of people. â€Å"One such disability that affects over approximately 15 percent of the total American population is dyslexia† ( Nosek 5). We will discuss the following issues and areas surrounding†¦show more content†¦Ã¢â‚¬Å"Dysphonetic means having difficulty connecting sounds to symbols; it also means they might have a hard time sounding out words. Dyseidetic means to have a good grasp of phonetic concepts, but great difficulty with whole word recognition and spelling still exists† (Wilkins URL). Typical mistakes would be reversals such as the word ‘at’ spelled ‘ta’ and mistakes in phonetic spelling of a word like ‘phone’ spelled ‘fon’. The characteristics of a dyslexic person can be very different from one person to the other, just as the characteristics of students without disabilities are different. These students show a different combination of learning problems. â€Å"Such characteristics are learning style, motor dexterity, time/math, memory/cognition, language/reading skills, behavior and vision. Sometimes the dyslexic youngster has early or late developmental stages, such as crawling, walking or talking† (Grolier’s). Once these children begin school they might appear bright and highly intelligent, but unable to keep up with their peers in reading and writing. They test well orally, but when given a written test on the same subject they can fail miserably. Others might seem dumb or lazy, when in fact their efforts just go unnoticed. These students can feel dumb, which results in a low self-esteem; they try to hide these features with compensations. Some compensations might be that they excel in other areasShow MoreRelatedThe Effects Of Dyslexia On Children With Dyslexia Essay1347 Words   |  6 Pagesthe case. Students world-wide struggle with the learning disability known as dyslexia. Dyslexia is known for the way it twists words and numbers in ones’ head. It’s almost as if the persons’ mind is playing a trick on itself. The person might read the text backward or even say his or her thoughts backwards. Just because one has dyslexia does not mean that he or she cannot major i n any specific major. Someone with dyslexia may choose which ever major he or she may like, although it will be harder forRead MoreEssay on Dyslexia1286 Words   |  6 PagesDyslexia Imagine your childhood. Now imagine sitting in school and dreading that one moment when your elementary school teacher is going to call on you to read aloud to the class. Imagine that you dread this moment so dearly because you constantly trip over simple words and are made to feel stupid because of it. Or worse, imagine knowing that you do try your hardest but still have report cards that say that you are not living up to your full potential and need to start making an effort in schoolRead MoreThe Effects Of Dyslexia On Children With Dyslexia3439 Words   |  14 Pagesto read, or to learn to read, would be able to, right? With Dyslexia, that is not the case. Dyslexia is described as the difficulty to comprehend language through reading and writing, despite a normal level of intelligence. Dyslexia is not only the most common learning disability, but is also highly recognized. There are three proposed distinctions within dyslexia that includes auditory, visual, and attentional. Unde rstanding dyslexia would help the educational community as long as the medical communityRead MoreDyslexia Essay2856 Words   |  12 PagesRunning head: Phonological Theory of Dyslexia Phonological Theory of Dyslexia Name Course Tutor Date Introduction Learning difficulties have been a common occurrence and there are many theories established to explain this disorder. Dyslexia, the common term for learning problems, affects a large part of the population and several studies have been carried out to determine the main cause of the disorder. Psychologists have been engaged in debate as to what theory bestRead MoreEssay on Dyslexia2537 Words   |  11 Pagesof the total American population is dyslexia ( Nosek 5). We will discuss the following issues and areas surrounding dyslexia: #61623; What is dyslexia? #61623; Causes of dyslexia. #61623; Two different terms to describe dyslexia. #61623; Characteristics of someone with dyslexia. #61623; The learning process. #61623; Three areas that are affected by the disability. #61623; Focusing and behavior. #61623; Misconceptions about dyslexia. #61623; Seeking help through organizationsRead MoreDyslexia and life897 Words   |  4 PagesFor a long time, dyslexia has been causing many humans, especially children, to have learning difficulties. The World Federation of Neurologists define dyslexia as, a disorder in children who, despite conventional classroom experience, fail to attain the language skills of reading, writing, and spelling commensurate with their intellectual abilities (Dyslexia, 2013). Sometimes the letter m might look like w, and the number 3 might look like 8; dyslexia basically makes it harder for people toRead More dyslexia Essay857 Words   |  4 Pages The following paper discusses learning disorders, specifically, dyslexia, that are present within school age children between the ages of seven and twelve. During this age, most average children have the ability to read, write, spell, think, listen and do mathematical problems with minimal difficulties (Silver, 1993, p.109). On the other hand, children w ith learning disorders, specifically dyslexia, struggle to grasp these concepts because they have visual perception problems. When a child lacksRead MoreEssay on Dyslexia917 Words   |  4 Pagesthey have a disorder. This disorder is called dyslexia. People with dyslexia struggle with: listening, reading, writing, spelling, and even handwriting. However, having dyslexia doesn’t mean that they are not intelligent. Some of the greatest minds in the world have or had dyslexia. One of the most fascinating reasons for dyslexia is the dominate ear. Even though they may be different doesn’t mean that they are stupid. (Hotz, Sollier) Dyslexia is a learning disorder that is linked with problemsRead MoreReflective Essay On Dyslexia1065 Words   |  5 PagesOverview Dyslexia is a learning disability which affects 1 in 5 people. As someone who lives with the challenge of dyslexia I have been subjected to people’s misunderstanding of the condition, their misjudgements and their prejudice. Not aware of the hidden challenges someone with dyslexia faces daily , I decided to write a stream of consciousness to allow readers to understand how debilitating and distressing the condition can be. KU3 Knowledge and understanding of ways in which texts are createdRead MoreEssay on Overcoming Dyslexia1472 Words   |  6 PagesOvercoming Dyslexia The teacher walked to the front of the room with her book in hand and as she got closer to the front, Paul got lower in his seat. He knew what was coming next; it was time for the class to read the next chapter. The teacher would start reading and then call on different students to read as they moved through the chapter. This scared Paul right down to his toes. He had read in front of the class before, but it was what followed after class that worried him the most. The

New Strands Of Goods And Services From Brand Name Companies

Crooks gain large lump sums of goods and services from brand name companies that are more likely to use celebrities to advertise for them. Imitators hit big well-known companies because they would be willfully giving, if they think that a famous person would want to advertise their brand. So they profit on asking brand name companies for merchandise. Sharks prosper massive amounts of goods and services through targeting a familiarized company. Scammers accumulate goods and services from top notch companies since they are more likely to believe that celebrity would ask for it. Pretenders attain expensive goods and services by relaying to a widely known company that a famous celebrity is interested in testing or trying the item out. Thus, con artist go for big because companies believe that those celebrities would want to have that brand in their possession. With today’s new strands of technology it is very difficult for companies to depict if that celebrity wanted their product s, goods or services. There are many ways such as computers, telephones or even mail that can be sent out from and to any company. To state it differently brand name companies do not pay attention to where or even if that celebrity asked for merchandise or service. All they care about is the name of the celebrity who asked for it. Obviously merchants disregard all other things when it comes down to getting a celebrity to advertise for them. Brand name companies only think about having their merchandiseShow MoreRelatedBranding and brand management: Cadbury1228 Words   |  5 PagesWhat is a brand? 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