Nigerian And British Negotiating Styles

Nigerian And British Negotiating Styles It can be argued that cases of successful negotiators in businesses have always kept their vision of success straight. These people are advocated to full understand what they want along with a complete understanding of the negotiation process. The successful people do not only have an understanding of their preferred negotiating style but also fully understand the preferred negotiating style of their counterpart. Hence, this allows the manger to excel in achieving their goals. Recently, few of the academics have undervalued the stance of adopting appropriate negotiation styles. However, on the other hand it can be argued that an approach that works superb for the counterparts style of negotiation has the capability of creating deadlock having a different negotiation style. Prudent people have been advocated the ones who carefully distinguishes and understands these differences and adopt a negotiating style that is best suited according the situation. This briefing paper has highlighted the challenges in terms of varying negotiating styles that can be faced by The Body Shop. These include cultural barriers, communication barriers from the perspective of Hofstede model or time orientation, space orientation, nonverbal communication, power distance and uncertainty avoidance. The next section has briefed about the strengths, weaknesses, opportunities and threats that the company can face by setting their operations in Nigeria. Finally, the conclusions have focused on the precautionary measures that need to be taken by the manger of The Body Shop Company while carrying successful operations in Nigeria. 2 Terms of Reference This report is written as a part of management consultancy report for The Body Shop company. This report is a short briefing paper that will inform The Body Shop with the ways that can be adopted by the company to set up business operations in Nigeria. This report will provide a brief on the ways and styles of negotiation that can be adopted by The Body Shop. The Body Shop is the worlds second largest cosmetic franchise in the world. The company runs about 2400 shops in a total of 61 countries. The headquarters of The Body Shop is based in West Sussex England. The company has now decided to open their operations in Nigeria. This report is being compiled by ABC consultants, who specialize in providing cultural specific information to help their clients set up their businesses in new environment. The company excels in providing high quality service in facilitating the client help combating their cultural related issues. This particular report is a brief for The Body Shop Company on the ways company should solve their upcoming cultural related problems in opening their business in Nigeria. The Body Shop has asked for the tips and information from the ABC consultants, on the differences in negotiating styles that prevail both in England and Nigeria. This will provide The Body Shop with some idea on what to expect from the business environment when executing operations in Nigeria. 3 Overview of the Situation In considering the cultural differences in both the Nigeria and Europe, it is important to expand on the cultural dimensions presented by Hosftede, Hall, Kluckholn, Strodtbeck and Carbaugh (Orientation, 2008). It is worth mentioning that there exist no right approach to negotiation but rather there are good and bad approaches (LeBaron, 2008). For The Body Shop, to expand their business in a developing country such as Nigeria, will be expected to be exposed to a number of challenges. The challenges that the company can encounter includes: 3.1 Negotiation The literature suggests that managers and officials in Nigeria have very limited exposure to other cultures and hence like to perform their activities the way they want to perform (Katz, 2008). Specifically in Nigeria the culture is such that there exist contingency bargaining (Katz, 2008). The people of Nigeria adopt the cooperative style of negotiation but generally people may avoid compromises unless it is important (Katz, 2008). The preferred approach generally adopted by people is not win/win (Adair, 2001) The habit of Nigerians is that they will try to draw more outcomes out of the entire deal, without having regards for being fair to the other party (Adair, 2001) The Body Shop has to keep in mind that Nigerians have the capability to trick other party into inferior terms and conditions (Katz, 2008). Most importantly, in any situation of conflict the Nigerians are not very prone to compromise situation (Masayuki and M., 1993). Nigerians normally believe in sharing information as a means to develop trust but on the other hand side the other party must beware of the frauds that are a common practice (Graham et al., 1994). Normally the pact with which these negotiations take place is quite slow (Katz, 2008). The act of building relationships with Nigerians, bargaining and decision making takes much longer than expected (Katz, 2008). It is advisable for The Body Shop to be patient and control emotions about this delay because it is a part of their culture (Katz, 2008). It is worthwhile for the Body shop to keep in mind that the Nigerians prefer a polychromic work style (LeBaron, 2008). They normally take up on a number of things at the same time (LeBaron, 2008). At the time of negotiation, the Nigerians keep jumping back and forth on different topics rather than addressing one at a time (LeBaron, 2008). Whereas, the Europeans follow a monochromic style and consider one thing at a time (LeBaron, 2008). This may confuse the personnel of Body Shop. When it comes to bargaining, the Nigerians love haggling and feel offended if not welcomed (LeBaron, 2008). The Body Shop have to keep in mind that they facts can be revisited to their advantage, provided if Nigerians reciprocate on agreed areas (LeBaron, 2008). 3.2 Time Orientations There are two different orientations to time that exist in the world. These are the monochromic and polychromic cultures (Kirkman et al., 2006) 3.2.1 Negotiators from Polychronic culture It should be kept in mind that Nigerians have no fixed timings for meetings (Reisinger and Crotts, 2010) They take more breaks in work (Soares et al., 2007) Are normally comfortable with high level of information Normally overlap talks Consider the start time of anything as flexible and not take lateness 3.2.2 Negotiators from Monochronic cultures The culture in Europe follow specific timings for beginning and ending the task (Taras et al., 2010a) They prefer scheduled breaks (Taras et al., 2010b) Consider one thing at a time (Williams and Zinkin, 2008) They rely on specific and detailed authentic communication Like talking in sequence Consider lateness as devaluing 3.3 Space Orientations These space orientations also vary across different cultures (LeBaron, 2008). This refers to the physical distance that is considered comfortable according to a specific culture (Arrindell, 2003, Baskerville, 2003). The personal space that is preferred in Europe is much more than that in developing countries like Nigeria. This space will also consider the aspect of eye contact. In Europe the eye contact is taken for its reliability whereas in Nigeria it may be seen considered as disrespectful (Eckhardt, 2003, Ford et al., 2003, Peterson, 2003). There are many differences in spatial preferences based on age, gender, generation and class which needs to be taken into account (Lederach, 1995). Therefore, space needs to be considered as a variable in negotiation (Lederach, 1995). 3.4 Nonverbal Communication It can be one of the problems that The Body Shop needs to take into consideration. It can be argued that in intercultural studies, some cultures uses silence as one of the ways to negotiate, whereas some use none at all (Nancy, 1997). Nigerians may consider hugging as a trusting relationship whereas Europeans find it too intimate (Sharma, 2003). 3.5 Power distance Hofstede uses power distance to explain the degree of acceptance of unequal power among people (Tavakoli et al., 2003) Generally, in Nigeria the power distance among people is quite much, where some are considered superior to others due to factors such as social status, age, race, gender and education. Whereas, in Europe the power distance is less and advocates equality among individuals (Williamson, 2002). Generally, Nigerians have hierarchical structures, clear authority figures and consider their right to use their power (Yoo and Donthu, 2002) Whereas, in Europe there are flat organizational structures, shared authority and consider their right to use power only in some circumstances (Yoo and Donthu, 2002) 3.6 Uncertainty Avoidance It related to the national culture that relates to uncertainty and the degree of adapting to change (Ford et al., 2003) It can be argued that Nigeria does not welcome uncertainty and ambiguity. Nigerians normally place high value to risk avoidance and depend on following formal rules and procedures (Ford et al., 2003) It is normally not a common thing to trust a non family member in Nigerian culture (Ford et al., 2003) On the other hand side, the Europeans have high tolerance for risk. They value risk taking, solving problems and have flat organizational structures (Ford et al., 2003) 3.7 Masculinity-Femininity It refers to the extent to which a culture values boldness (Cronje, 2011) It also refers to the role of men and women in organizations (Cronje, 2011) The Europeans are more assertive and task-oriented as opposed to Nigerians. There are rigid gender roles in Nigerian culture as opposed to that in Europe (Cronje, 2011) 3.8 Communication Nigerian follows direct and straight forward communication when it comes to friends and business (Migliore, 2011). They can easily say no in case they do not like something in particular. In early stages of business they may seem non-committed and communicate indirectly. In situations of silence shows anger or displeasure. Nigerians also value eye contact (Migliore, 2011). 4 Analysis of Situation 4.1SWOTof Body Shop The Body Shop has a team of management that has specific expertise on areas such as negotiations. They need to keep in mind the negotiation styles and techniques that are followed by the Nigerian businessmen. The company has the capability to attract the customers due to their high quality body care products. It has an edge over its rivals based on its uniqueness that can be depicted from making products from natural content of the environment (Huang and Xu, 2009). One of its weaknesses is that the image it tries to portray does not parallel reality. The company claims for having natural products but they are seldom fresh. Other negative for them is that there will be hostility by the locals because the people generally dont want outsiders to operate in their country. The company will have to bear the cultural barriers; including language and gestures etc. the Nigerians welcome bribes in many cases, hence making it confusing and difficult for The Body shop to understand what is required by the other party (Hartman and Beck-Dudley, 1999). Greatest opportunity for The Body Shop will be to enter new market and attract new customers. That will allow the company to increase their customer base. The business will also make new contacts and understand the culture properly, making it easy for Body Shop to enter into any other new market having the same culture (Awe, 2000, Kintish, 2002). The major threats that will be posed to The Body Shop will be the local cosmetic providers that already have been serving in the market for decades. The local people living in Nigeria will find it confusing and difficult to make the initial switch due their lack of knowledge on how it is different from any local cosmetic provider. 5 PESTEL Analysis of Body Shop in Both Countries A PESTEL analysis of Body shop in both countries has also been conducted. Body Shop has a number of political issues which would be important for the company (Awe, 2000). In Nigeria, the company would have to deal to deal with uncertainty and political turmoil, as the government is not stable. In UK, the negotiators would be faced with different issues, such as the spending cuts and government bureaucracy. The economic factors which would be considered by the negotiators in Nigeria would involve the aspects of changing currency markets and economic hardship due to the global economic crisis. Similar factors would also be visible in UK. The social factors influencing negotiators in Nigeria would be related to the working conditions of the human force. They would have to ensure that the local culture of male dominance does not come into play, as Body Shop would want to portray a positive international image from the operation. A number of technological factors would also influence the Body Shop operations (Li et al., 2010, Huang and Xu, 2009), which would include online shopping and the availability of a online managed supply chain in Nigeria. The technological factors would also influence the working conditions of the workforce, which would be a key negotiating tactic. Environmental issues such as the making sure of good environmental policy for any future operation, and government regulations governing these must also be taken into consideration. Finally, legal issues are also important for the negotiating for Body Shop (Awe, 2000, Kintish, 2002). All new operations must fulfill international and local legal requirements, and this is carefully considered when starting a new operation and negotiating working conditions with local representatives. 6 Solutions and Recommendations It has been concluded that it is completely difficult to track the starting points that are used by the negotiators belonging from different national settings. The reason for this is that cultures are constantly changing with changing times. From another perspective, it can be argued that cross-cultural negotiation literature is based on the organizational areas and hence it cannot be applied to the area of intractable conflicts. It can also be concluded that The Body Shop will have acquire the know how about the way things are done in different situations in Nigeria. It should be kept in mind by the company that setting operations in Nigeria would mean changing their ways of dealing with businesses. The managers of The Body Shop need to be more vigilant on communication as a means of bridging the cultural gap. It is recommended that Body Shop must study the Nigerian culture carefully so that they can make business deal successful. It is also recommended that before entering in Niger ian market, some research must be carried out to measure the worth of the target market that the company intends to cater to. The space orientation, time orientation must be taken into account while conducting the business dealings with the locals. Since, The Body Shop is a multinational, in order for it to keep up with its reputation, the manager responsible for its operations in Nigeria needs to set the timescales and deadlines well in advance, keeping in mind the laidback attitude of Nigeria. The people of Nigeria are usually use to be being pushed for work, therefore it needs to be kept in mind by the expatriate of Body Shop to keep motivating their workforce every now and then to make their business successful in Nigeria. Moreover, the manager for Body Shop needs to keep motivating team work because it is the most common way of achieving task in Nigeria.

Promoting Brand Loyalty at Abercrombie & Fitch Essay

Abercrombie and Fitch is an American retailer that focuses on casual wear for consumers aged 18 to 22. It has over 300 locations in the United States, and is expanding internationally. The company also operates three offshoot brands: Abercrombie, Hollister Co., and Gilly Hicks. The company operated a post-collegiate brand, Ruehl No.925, that closed in early 2010. The company operates 1,073 stores across all four brands. The A&F brand has 316 locations in the United States, four in Canada, one in London, one in Milan, one in Tokyo, one in Copenhagen, one in Madrid, one in Paris, one in Brussels, one in Dublin, and one in Hong Kong. A&F stores range from 6,000 to 36,000 square feet. The company focuses on providing high-quality merchandise that compliments the casual classic American lifestyle. selling casual sportswear apparel, including knit and woven shirts, graphic t-shirts, fleece, jeans and woven pants, shorts, sweaters, outerwear, personal care products and accessories for men, women and kids under the Abercrombie & Fitch, abercrombie kids, and Hollister brands. The Company determines its operating segments on the same basis that it uses to evaluate performance internally. The operating segments identified by the Company are Abercrombie & Fitch, abercrombie kids, Hollister and Gilly Hicks. The operating segments have been aggregated and are reported as one reportable segment because they have similar economic characteristics and meet the required aggregation criteria. The Company believes its operating segments may be aggregated for financial reporting purposes because they are similar in each of the following areas: class of consumer, economic characteristics, nature of products, nature of production processes, and distribution methods. The Company views the customer’s in-store experience as the primary vehicle for communicating the spirit of each brand. The Company emphasizes the senses of sight, sound, smell, touch and energy by utilizing visual presentation of merchandise, in-store marketing, music, fragrances, rich fabrics and it s sales associates to reinforce the aspirational lifestyles represented by the brands. The Company considers the in-store experience to be its main form of marketing. The Company emphasizes the senses to reinforce the aspirational lifestyles represented by the brands. The Company’s flagship stores represent the pinnacle of the Company’s in-store  branding efforts. The Company also engages its customers through social media and mobile commerce in ways that reinforce the aspirational lifestyle of the brands. Flagship stores and social media both attract a substantial number of international consumers, and have significantly contributed to the Company’s worldwide status as an iconic brand. The in-store marketing is designed to convey the principal elements and personality of each brand. The store design, furniture, fixtures and music are all carefully planned and coordinated to create a shopping experience that reflects the Abercrombie & Fitch, abercrombie kids, Hollister or Gilly Hicks lifestyle. The Company’s sales associates and managers are a central element in creating the atmosphere of the stores. In addition to providing a high level of customer service, sales associates and managers reflect the casual, energetic and aspirational attitude of the brands. Every brand displays merchandise uniformly to ensure a consistent store experience, regardless of location. Store managers receive detailed plans designating fixture and merchandise placement to ensure coordinated execution of the Company-wide merchandising strategy. In addition, standardization of each brand’s store design and merchandise presentation enables the Company to open new stores efficiently. The Company had net sales of $2.929 billion for the fifty-two weeks ended January 30, 2010, down 15.9% from $3.484 billion for the fifty-two weeks ended January 31, 2009. Operating income for Fiscal 2009 was $117.9 million, which was down from $498.3 million in Fiscal 2008. Net income from continuing operations was $79.0 million and net income per diluted share from continuing operations was $0.89 in Fiscal 2009, compared to net income from continuing operations of $308.2 million and net income per diluted share from continuing operations of $3.45 in Fiscal 2008. Net income per diluted share from continuing operations included non-cash, store-related asset impairment charges of $0.23 and $0.06 for Fiscal 2009 and Fiscal 2008, respectively. Net cash provided by operating activities, the Company’s primary source of liquidity, was $402.2 million for Fiscal 2009. This source of cash was primarily driven by results from operations adjusted for non-cash items including depreciation and amortization and impairment charges. The Company used $175.5 million of cash for capital expenditures and had proceeds from the sale of marketable securities of $77.5 million during Fiscal 2009. The Company’s Market Share may be  Adversely Impacted at any Time by a Significant Number of Competitors. The sale of apparel and personal care products is a highly competitive business with numerous participants, including individual and chain fashion specialty stores, as well as regional and national department stores. The Company faces a variety of competitive challenges, including maintaining favorable brand recognition and effectively marketing its products to consumers in several diverse demographic markets. And sourcing merchandise efficiently and countering the aggressive promotional activities of many of the Company’s competitors without diminishing the aspirational nature of the Company’s brands and brand equity. There can be no assurance that the Company will be able to compete successfully in the future. The science of the Deal Ch.7 Genentech is a biotechnology corporation, founded in 1976 by venture capitalist Robert A. Swanson and biochemist Dr. Herbert Boyer.   Today, Genentech has the biggest market capitalization in biotech at US $88 billion, with an incredible reputation in drug development, especially in oncology, and a number of blockbuster drugs under its belt. Genentech has multiple products on the market for serious or life-threatening medical conditions. In March 2009, Genentech became a member of the Roche Group, and Genentech now serves as the headquarters for all Roche pharmaceutical operations in the United States. Accordingly, the list below includes products which were previously marketed as Roche products that are now being marketed by Genentech in the United States. Genentech’s relationship with Roche Holding began in 1990, when the Swiss company bought a 60 percent stake in Genentech for $2.1 billion. As a result of additional stock purchases and sell offs, Roche owned about 56perce nt of Genentech in 2008. The success of Genentech as a biotechnology company is indeed in no small part derived from its strategy of forming alliances with smaller companies, whose proprietary drugs and technology platforms have the potential to become blockbusters. The commercialized drug, called Tarceva, is a drug used to treat non-small cell lung cancer, pancreatic cancer and several other  types of cancer, which was released in 2004 and quickly acquired blockbuster status. It is marketed in the United States by Genentech and OSI Pharmaceuticals and elsewhere by Roche. In lung cancer, it extends life by an average of 3.3 months at a cost of CDN$95,000. Historically, this approach has brought Genentech great rewards, particularly in the field of oncology, and now the company is hoping to achieve similar success in new therapeutic areas. To support small companies with promising technologies and/or drugs in development that are at too early a stage for licensing. In this way, Genentech has developed a highly competitive approach, singling out small companies with enormous future potential and establishing mutually beneficial relationships at the earliest possible stage. A significant proportion of the Genentech pipeline has always consisted of proprietary technology platforms and drug candidates, and its brave approach to R&D spending reflects this. In 2003, 24% of Genentech’s revenues were directed into R&D, to address the top-heavy position of its pipeline at the time. To balance resource use with the strongest likelihood of success, Genentech continuously evaluates its pipeline products in order to determine which are the most promising projects to move through the many phases of clinical testing. The pipeline includes both breakthrough innovations and new indications for existing, well understood products that may fight more than one disease or more than one form of a disease.

Case Study Chloe’s Story Essay

The serous membrane in Chloe’s abdomen contains the peritoneum. The peritoneum is the largest serous membrane of the body which includes the greater omentum, the largest peritoneal fold, which drapes over the transverse colon and the coils of the small intestine, and contains a considerable amount of adipose tissue. Involuntary contraction of pharyngeal stage is the beginning stage of swallowing it begins with the passage of water into the oropharynx. When water enters the esophagus the esophageal stage begin where peristalsis occurs with coordinated contractions and relaxation of muscles to propel water into the stomach. With the bypass of the duodenum, Chyme cannot not periodically be forced through the pyloric sphincter in gastric emptying. The proteins will have difficulty being easily broken down into smaller molecules in the chemical digestion of proteins. By the enzyme Lipase. Rapid or major weight loss increases a person’s risk of developing gallstones. These meals should be high in protein. Because A change in diet, no longer consuming high fatty and high cholesterol foods. Yes. Nutritional deficiencies, like most iron and calcium is absorbed in the duodenum, the first part of the intestine that is bypassed by these operations. Calcium deficiency can lead to osteoporosis , and iron deficiency can cause anemia. Many vitamins and minerals are absorbed in the part of the small intestine bypassed by this surgery. The individual must commit to a lifetime of taking nutritional supplements to prevent serious vitamin and mineral deficiencies. A large number of microvilli in the small intestines greatly increases the surface area of the plasma membrane, larger amounts of digested nutrients can diffuse into absorptive cells. Most digestion and absorption occurs in the small intestine. Vitamin B12 must be combined with intrinsic factors produced by the stomach for its absorption by active transport in the ileum. Because it can or may be manifested as a variety of symptoms since B12 is widely used in the body. Severe fatigue may occur initially. Effects on the nervous system can be wide-ranging, and include weakness, numbness and tingling of the limbs, memory loss, confusion, delusion, poor balance and reflexes, hearing difficulties, and even dementia. Severe deficiency may appear similar to multiple sclerosis. Nausea and diarrhea are possible gastrointestinal signs. The anemia that results from prolonged deficiency may also be seen as a pallor especially in mucous membranes such as the gums and the lining of the inner surface of the eye. Megaloblastic anemia is a common result of inadequate B12. This condition can also result if a person stops secreting enough intrinsic factor in the stomach, a substance essential.

The Discovery Of The Internet - 1696 Words

We humans discover enormous astonishing things, and established powerful tools that will change our live forever. One of the biggest accomplishment was the discovery of technology. The history of technology is the history of invention of tools and techniques that generated since the hunting and gathering period. During that period, all humans made different stone tools for hunting wild animals for their survival. As the years went by, humans were lived in civilized society that emerged their advancement of technology rapidly, especially in the past two centuries that made everyone’s way of living easier. For instance, invention of transportation that we can travel different place by airplane, railroad, ships and of course automobiles. Also, discovery of telephone gave us the ability to communicate each other even its miles apart. Ultimately the biggest innovation is the discovery of the internet. In 21st century, the power of internet contributes to the humanity that makes the world more interconnected as well as influences us daily bases that changes the way of living in most convenience. The latest trending big thing in our society is the online shopping, which is the most easy way to buy stuff without physically go to store to purchase. This magical advancement help us to buy products that we want within short amount of time as well as enable to access to thousands of stores. In the proper business term, this form of business called e-commerce. Today, there areShow MoreRelatedComputer Technology and the Effects on Society1564 Words   |  7 Pages1960s there were many new discoveries that revolutionized the computing industry. The first of many was the discovery of the transistor quickly replaced the tubes. This could have reduced the size of computers greatly but instead this was used to make computers more powerful. 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Case Analysis Crisis Counseling - 2024 Words

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Preparation – The worker then meets with the family members and understands their problems and situations and thenRead MoreIntervention Studies on Forgiveness Journal Article 1 Essay example1190 Words   |  5 PagesLiberty University Summary In the journal article titled â€Å"Intervention Studies on Forgiveness† by Thomas W. Baskin and Robert D. Enright is a meta-analysis study on interventions that are conducted to determine if the interventions that are being utilized are effective when it comes to forgiveness. In the early case studies it was â€Å"suggested that forgiveness might be helpful for people who have experienced deep emotional pain† (Baskin Enright, 2004, p. 79). A forgiveness interventionRead MoreNursing Care for the Terminal Breast Cancer Patient Community1470 Words   |  6 Pagesuniqueness of the patient and his experience maybe for the first time. She allays their sorrow by sharing it while providing the details of care. B. Strategies for the Quality of Life of Mr. and Mrs. Smith One is active grief and bereavement counseling for the couple (Manghrani Kapadia, 2006). Another is strengthening of hospice and palliative care. And a third is helping Mrs. Smith fulfill her last wishes. The first strategy prepares the couple for Mrs. Smiths death so that they may learnRead MoreAnalysis of Business Specialties1082 Words   |  5 PagesAnalysis of Business Specialties Team Achieve identified three different potential types of consulting firms in our first meeting. We have since decided on the strategic model of consultancy. The new strategic consultancy firm will be named Achieve after the team. As a strategic firm Achieve will have the benefit of founding members with varied professional backgrounds. The drawback to the strategic format without a specialty niche is the need for continual refocus of team efforts to ensure

Characteristics of Managers and Leaders - 1362 Words

Curtin University Bentley Management – 100 Individual Essay Semester 1 2012 Student Name: Dhanshree Rajegaonkar Student ID: 16159493 Email: dhanshree.rajegaonkar@gmail.com Every organisation need a good business structure, and the make the organisation successful they need a combination of experienced and skilled people; Managers and Leaders are some of the key people to make an organization successful. Some managers are leaders and some leaders are managers but essentially the characteristics of a manager and leader are very different (Benson 2003). There are managers and leaders in every profession, they both need to build their experience and gain the knowledge and skills to help them effectively carry out the responsibility.†¦show more content†¦M.-L. Bartol 2011). * Managers just administer things and are tactical (T. M.-L. Bartol 2011) which allows them to select appropriate tactics for achieving business aims and goals (Answers - what is tactical management? n.d.). Leaders are strategic and transform people (T. M.-L. Bartol 2011) and their mindsets to best achieve business strategies. * Managers do things right (T. M.-L. Bartol 2011), they administer, maintain and ask how and when, whilst leaders do the right things, they innovate, develop and ask what and why (Bennis 2009). * Managers are focused on efficiency (T. M.-L. Bartol 2011), they emphasize on making committed effort towards utilising limited resources in the best way possible (Constantine n.d.). Leaders are focused more on effectiveness; they connect well with others and are open to diversification (Castle n.d.). * Managers create policies so they can have a uniform and consistent outcome, whilst leaders establish principles (T. M.-L. Bartol 2011). * Managers focus of answers and solutions without regard what the actual problem is but leaders actually focus on problem identification and implementing strategies to eliminate the problems (T. M.-L. Bartol 2011). As mentioned above we can see that managers and leaders are two very different roles; managers are authoritarians, they have subordinates whilst leaders are not and they usually do not have subordinates. A manager is a person who is vestedShow MoreRelatedCharacteristics Of A Leader And Manager899 Words   |  4 Pagesa tremendous leader and manager, he did not micromanage, he put players and peers first, and made you excited to come to work. This coach is very similar to Ben Morelli. The second coach I worked for micromanaged people, constantly barked out orders, and put himself in front of others. He was very similar to Phil Jones. All companies want that perfect mix between a good manager and leader. However, that is often hard to find. When it comes down to it, a manager who is a good leader will be more effectiveRead MoreCharacteristics of Managers and Leaders1568 Words   |  6 Pagesï » ¿Characteristics of Managers and Leaders: The concepts of leadership and management are viewed differently by different people though managers and leaders are important in management. Some people view these terms as synonyms and use them interchangeably in sentences and phrases while others consider them to be extreme opposites. Actually, people who consider the terms as quite different argue that its nearly impossible to be a good leader and a good manager at the same time. Nonetheless, thereRead MoreCharacteristics Of A Leader Or Manager919 Words   |  4 PagesBecoming a leader or a manager is the utmost ambition for many people in the business and management sector nowadays. At times, it can be quite challenging therefore there are many essential qualities that a leader or manager need. 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Professionalism - the expert knowledge, skills, and specific behavior that guide a worker (Batool, Khattak, Saleem, 2016) - must be paired with a clear understanding of behavioral knowledge. This assists the leader in rallying their employees to execute a shared vision. Within this framework, a characteristic that can enhance the effectiveness of a manager is humility. A contemporary viewRead MoreThe Roles Of A Leader1081 Words   |  5 Pagesothers are doing. But as much as overseeing can sound too non-hands on activity, leadership has serious involvement and happens to be a very serious role. Our manager of a branch of Toyota shops In Saudi Arabia defines his leadership roles as simply making sure the Toyota cars get sold to the car market. This is basically the role of a manager, to effect the main purpose of any company as set by the owners. 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Church Reform Essay Example For Students

Church Reform Essay The Reformation of European religion in the 16th century cannot be generally attributed to the secular spirit of the Italian Renaissance. Although the peasants saw bishops and abbots as part of a wealthy and oppressive ruling class and rebelled against the Roman Catholic Church for reasons primarily pertaining to the lavish adornments used by those aforementioned, their power was not great enough, nor did their reasons carry enough clout to start a reformation movement throughout Europe: that job was accomplished by those already having some, however small, social or religious power, such as the monk Martin Luther, the accomplished priest and lawyer Jean Cauvin, and King Henry VIII of England. The Lutheran and Calvinist Reformations were very similar in principle, although the Lutheran Reformation was less widespread. Luther and Calvin held that not mere abuses of the Roman Catholic Church needed correcting, but that the Catholic Church itself was wrong in principle. Luthers cause fo r reformation of 16th century European religion came from his unnatural paranoia that he was damned. He had problems convincing himself that his spirit was pure and that he would go to heaven; internal distress raged within him about the awful omnipotence of God, his own insignificant existence in comparison, and his apprehensiveness of the devil. His personal problems would not yield to the existing manners of assuring oneself that he/she was headed for heaven such as sacraments, alms, prayer attendance at Mass, and assorted good works. Luther solved the problem, however, by believing that good works were the consequence and external evidence of an inner grace, but in no way the cause of this grace. He felt that if one had faith in themselves, the religion, and God, then good works would manifest themselves because of it. This was Luthers doctrine of justification by faith. Luther was then involved in various events that provided for the spreading of Lutheranism, albeit sometimes i ndirectly. The agitation that Lutheranism was creating throughout Europe had revolutionary side effects where the reforming religious spirit was mistaken for that of a social and economic one, especially in Germany in the 1520s. A league of imperial knights, adopting Lutheranism, attacked their neighbors, the church-states of the Rhineland, hoping by annexations to enlarge their own meager territories. In 1524, the peasants of a large part of Germany revolted due to thoughts stirred up by preachers that took Luthers ideas a little too far: anyone could see for himself what was right. The peasants aims dealt not with religion, however. They demanded a regulation of rents and security of common village rights and complained of exorbitant exactions and oppressive rule by their manorial overlords. Luther, in seeing his original intentions fractured for other uses, redefined his position more conservatively. Nonetheless, Lutheranism spread throughout the Scandinavian and Baltic regions a s well as Germany. Lutheranism was closely associated with established states, inhibiting its widespread acceptance. The most widely accepted form of Protestantism was Calvinism, to be discussed shortly hereafter. It is apparent, however, that the Lutheran Reformation was clearly not because of the secular spirit of the Italian Renaissance, but more because of the personal conviction of a apprehensive monk. At the age of 24, John Calvin, a Frenchman born Jean Cauvin, experienced a sudden conversion; a fresh insight into the meaning of Christianity. He joined forces with the religious revolutionaries of whom the best known was then Luther. His book, Institutes of the Christian Religion, appealed to human reason itself. If dissatisfied with the Roman church, people of all countries could find an idea that would most appropriately fit their beliefs or the situation they were in. In general, Calvin was in agreement with Luthers criticisms of the Roman church and Luthers fundamental religious ideas, such as justification by faith and not by works. However, the two differed in the area of Catholic Mass. Although both of them rejected transubstantiation, Luther maintained that God was somehow actually present in the bread and wine used in the service while Calvin regarded it as an act of symbolic nature. Calvin also took exception to two other areas that Luther did not touch on: the idea of pr edestination and Calvinisms attitude toward society and state. Calvin felt that God, being Almighty, knew and willed in advance all things that happened, including the way in which every life would turn out. He knew and willed, from all eternity, that some were saved and some were damned. Calvin, being a severe critic of human nature, felt that an elite few were saved. One could believe in his own mind that he was among the saved, Gods chosen few, if throughout all trials and temptations he persisted in a saintly life. Thus, the idea of predestination became a challenge to unrelenting effort, a sense of burning conviction, a conviction of being on the side of that Almighty Power which must in the end be everlastingly triumphant. Only the most resolute people were attracted to Calvinism. Calvinists, like Jesuits, were militant, uncompromising, perfectionist. Calvinists also believed that true Christians, the elect or saved, should Christianize the state. They would not be recognized as subordinate to the state. Calvinists hoped to remake society into a religious community. In rejecting the institution of bishops, Calvinists felt that the church should be governed by presbyteries and devout laymen, breaking up the monopoly of priestly power and promoting secularization. At the same time, however, they were trying to Christianize all of society (see Forward). The wide adoption of Calvinism came mainly from groups who found Calvins Institutes to be a method of organization. Because of Calvinisms instrumental role in the development of democracy and the Institutess ability to appeal to a large audience, Calvinism spread throughout Europe, although in places like Germany where Lutheranism had already taken root it was scorned by those who had already reformed (another paradox between the similar religions, see Forward). Another instrumental religion during the Reformation had formed due to religious differences with the Catholic church. .u9cdb74854005d4d28d263af6ebe86328 , .u9cdb74854005d4d28d263af6ebe86328 .postImageUrl , .u9cdb74854005d4d28d263af6ebe86328 .centered-text-area { min-height: 80px; position: relative; } .u9cdb74854005d4d28d263af6ebe86328 , .u9cdb74854005d4d28d263af6ebe86328:hover , .u9cdb74854005d4d28d263af6ebe86328:visited , .u9cdb74854005d4d28d263af6ebe86328:active { border:0!important; } .u9cdb74854005d4d28d263af6ebe86328 .clearfix:after { content: ""; display: table; clear: both; } .u9cdb74854005d4d28d263af6ebe86328 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u9cdb74854005d4d28d263af6ebe86328:active , .u9cdb74854005d4d28d263af6ebe86328:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u9cdb74854005d4d28d263af6ebe86328 .centered-text-area { width: 100%; position: relative ; } .u9cdb74854005d4d28d263af6ebe86328 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u9cdb74854005d4d28d263af6ebe86328 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u9cdb74854005d4d28d263af6ebe86328 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u9cdb74854005d4d28d263af6ebe86328:hover .ctaButton { background-color: #34495E!important; } .u9cdb74854005d4d28d263af6ebe86328 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u9cdb74854005d4d28d263af6ebe86328 .u9cdb74854005d4d28d263af6ebe86328-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u9cdb74854005d4d28d263af6ebe86328:after { content: ""; display: block; clear: both; } READ: The computer industry is flourishing because of the advent of new, powerful processors EssayThroughout both of these major reformations, England remained virtually unchanged, most likely due to its rather remote location in relation to the rest of Europe. Englands religious orientation changed, however, because of a reason completely unrelated to those of personal conviction or in revolt to the secular spirit of the Italian Renaissance. In fact, Henry VIII prided himself on his Roman Catholic orthodoxy. In response to some whisperings about the stir being made by Luther in the 1520s, Henry wrote a Defense of the Seven Sacraments in refutation, for which the pope gave him t he title of Defender of the Faith. The reason for the change of religion in England was for the simple fact of a lack of a male heir to the throne. Henry felt that an heir was essential, especially when one recalled the anarchy from which the Tudor dynasty had extricated England. Because his existing wife, Catherine of Aragon was old and unable to have a child, Henry asked the pope to annul his marriage to her so that he may marry someone else and have a son. The pope, however, would not annul the marriage due to the fact that Catherine was the aunt of Emperor Charles V, whom the pope was in no position to offend. Henry had no patience for the pope to balk at such a request when demands for other annuls had been made in the past. He drove matters forward, putting in a new archbishop of Canterbury, broke off connections with the Roman church, named himself Protector and Only Supreme Head of the Church and Clergy of England, and married Anne Boleyn. Thus, in one fell swoop, the situat ion had been alleviated. Henrys original intent was to maintain the Catholic practices while taking control of the religious situation of his country. However, in 1536, he forcibly suppressed a predominantly Catholic rebellion. The practice of continuing Catholic doctrines under a different leader would not last long in England, as many people in England began to favor one or another of the ideas of Continental Reformers. Upon 10-year old Edwards, Henrys son, succession to the throne, Protestantism became the religion in England. However, Edward died a short time later and was succeeded by his older half-sister, Mary, a devout Roman Catholic. She tried to re-institute the Roman church in England and made it more unpopular in the process. Upon her death, Elizabeth, Anne Boleyns daughter, took the throne and England became Protestant once more. Englands Reformation was associated the least with the Italian Renaissance, making it a perfect example of the non-factor that the secular spi rit of the Renaissance was. The 16th Century Reformations represented a significant wave of change for all of Europe subsequent to the Italian and Northern Renaissances. However, the various Reformations of 16th century Europe by Martin Luther, John Calvin, and King Henry VIII of England had little or nothing to do with the worldly and decided non-religious attitude of the Italian Renaissance.