Planning Theory & Practice Essay Example for Free

Planning Theory Practice EssayThe creation of a whole new fibre of companionship, the virtual community, has done much to highlight the potential for communities to form beyond the contain of geographical space (Rheingold, 1993). Technological utopians have found community in cyberspace. Largely anecdotal evidence emphasizes the ability of computer networks to connect people across time and space in strong supportive relationships, blindly extending beyond characteristics of ethnicity, religion or national origin.Guilty of PlagiarismThe creation of a new community, which is called a virtual community, has allowed people to live beyond geographic space. Cyberspace is where technological people have found a sense of community. Computers can connect people across time and space no social occasion what their characteristics (Hampton, 2002). Not Guilty of Plagiarism Keith Hampton (2002), has coined the term virtual community to refer to a place where people can form social grou ps beyond the confines of geographic space (p. 228). This cyberspace provides a chance for individuals of varying races and religions to meet and interact via computer.Many technologically savvy people now have a place to meet other without having to physically travel (Hampton, 2002). Not Guilty of Plagiarism. Computers have allowed for people to meet those of other nationalities and cultures worlds away from one another through the computer. The networking capabilities of computers allow for people to build social groups, or communities, in cyberspace rather than in person. An ocean or a mountain will no longer be able to keep these technologically savvy pioneers apart (Hampton, 2002).

Transforming Leadership Analysis Essay Example for Free

Transforming leadership Analysis EssayIntroduction The strategic environ custodyt, national guidance, and operational control workplace tugfulnessts demand that todays US host forcess conduct trading trading operations of a type, rate, and duration that differ significantly from those of the ult. The late 20th century required a force able to execute a fixed number of deliberate state of state of war plans and prepargond to provide small forces for infrequent contingencies. The 21st century requires a force able to conduct sustained operations against several ongoing contingencies dapple go forwarding prepared to execute a number of deliberate war plans. Sustained operations and lot to meet both old and in the raw threats impart be normal for the foreseeable proximo. This situation requires changes in both structure and mindset.The multitude is rapidly transforming itself to meet both requirements. The struggle on Terrorism has give the force a strategic opportwholey to reshape itself. It is leveraging its war quantify focus to build campaign quality multitude forces with conjugation and expeditionary capabilities. It is shedding uneffective coveres and procedures designed for peace sequence and re-examining institutional assumptions, organisational structures, paradigms, policies, and procedures. (Kane Tremble 1994) This ongoing fault is producing a better balance of capabilities. When complete. Army forces ordain be able to deploy more than than promptly and sustain operations womb-to-tomb to exercise decisive get to origin across the range of force operations.The Armys goal is to transform itself into a more responsive, effective expeditionary force capable of sustained campaigning any where in the world. Mean temporary hookup, it continues to sustain operational check to combatant commanders and maintain the quality of the all-volunteer force. (Our Army at War applicable and Ready) Within the last century, the s cale of war has made necessary a different type of leader. We no longer fight for our farms, villages, and hunting lands. Our interests have shifted from straits and mountain caputes. In our current world, as a result of technological revolutions and ever nurtureing political inst baron, we appear unrecorded in the threat of a global war. motions have the potential to resonate in many continents subsequently influencing the economies, policies, and war strategies of nations worldwide. For these reasons, leaders must study the historic and integrate historys lessons learned with the late challenges of leading inwardly a heightened threat. Military leaders must maintain their grasp and focus on the technical mastery of war fighting, personal bra really, and the ability to inspire men to fight for a common cause.Victory volition lend itself to the commander who can master the terrain and divulge new or creative slipway to employ his weapons and men. leadership must be te chnically proficient with the arms they use to wage war. In a broad representative, the Spartans studied the natural tendency of phalanx formations to shift right and employed special tactics to break off part of their formation and mold it upon the flank of their enemy. Even here with similar weapons and tactics, the Spartans pursued the mastery of their war fighting system and stood victorious on the field of battle. (Bass 1990)For a more fine analysis, in 480 BC, during the Greco-Persian wars, a Spartan leader named Leonidas utilise terrain to his favor to inflict incredible damage upon his Persian enemy. The Persian regular army numbering between 200,000 and 250,000 men marched towards the northwest pass into Greece.Leonidas moved his forces to block the vital passage at Thermopylae, a narrow passage with high walls. Though he reinforced his army along the way, Leonidas could muster only(prenominal) 7,000 men. He immediately began building a wall between the pass to further narrow it and channel his enemy. Overwhelmed, the Spartans lost the pass however managed to kill 20,000 Persians to their 1,000 lost.Several centuries later in the US civil war, General Lee used his mastery of terrain at the Maryes Heights during the battle of Fredericksburg, Maryland. Mid-November in 1862, union forces under General Burnside began to occupy positions outside Falmouth near Fredericksburg to meet Lee. In response, Lee entrenched his forces at Maryes Heights, a higher found outside the t receive.In chip inition, the armies were now separated by the Rappahannock River. In December Burnside began his assault. Lee allowed the union forces to cross the river and then instructed his entire army to rude fire, which pinned Burnside between the Heights and the Rappahannock River. Lee managed to inflict 3 to 1 casualties upon the northern armies during several futile, uphill charges and Burnside is forced to call off his offensive. He would try again in January 1863, but would be repulsed by Lees army in their master copy position. (Kane Tremble 1994)Army renewalTransformation describes the process by which the current force is becoming the future force. It occurs as the Army incorporates new capabilities into its force structure and trains soldiers to use them. The future force is what the Army continuously seeks to become. It result be strategically responsive and joint inter hooklike. It allow for be capable of precision maneuver and able to dominate adversaries and situations across the range of array operations envisioned in the future security environment. The future force leave alone be lighter, more lethal and agile, and optimized for versatility. It go forth be capable of seamlessly transitioning among the different types of military operations. Army transformation is more than materiel solutions.Adaptive and primed(p) leaders, innovative concept wear outment and experimentation, and lessons learned from recent operations produce corresponding changes to doctrine, organizations, information, materiel, leadership and education, personnel, and facilities (DOTMLPF). DOTMLPF is a riddle-solving construct for assessing current capabilities and managing change. Change is achieved done a continuous cycle of adaptive variation, experimentation, and experience. Change deliberately executed across DOTMLPF elements enables the Army to cleanse its capabilities to provide dominant land power to the joint force.Authoritative basis that sets into attain the Armys transformation strategies, It provides limited objectives, assigns responsibilities for execution, and synchronizes resources. It contracts the planning, preparation, and execution of Army operations and Army transformation within the context of the nations ongoing strategic commitments. These commitments and resource availability dictate the synchronization and pace of change. The Army Campaign Plan also sustains operational support to combatant commander s and maintains the quality of the all-volunteer force. (FM 1)In contrast, when in history a leader has demonstrated cowardice, it has stripped them men of their warrior spirit, unity, and willingness to fight. When Antony fled the battle at Actium, his unit became dis cook and smutchd and subsequently lost the battle. The same result occurred when Napoleon abandoned his army at Waterloo. (Kane Tremble 1994)These characteristics of valor and virtuous courage are illustrated in the battles of General Washington. He sat with the remnants of the Continental Army at Valley Forge starving, inadequately sheltered, and with their only clothing rotting off their backs. Though he had been successful earlier on, Washington now found his army suffering by means of one of the worst American net incometers and troubled by low esprit de corps and desertion.In response to his pleas for additional funds and supplies the American congress suggested he quarter his troops in the nearby towns. Qu artering was an acceptable practice and sure expected given his circumstances, but Washington feared the impression his troops would have upon the American public and how it would affect the support for the war and the resulting g everywherenment. After much honourable deliberation, he gathered his troops and spoke to them.His decision to stay in the blistering cold and suffer the winter was unpopular at first, but his men began to understand his reasons and responded to his exemplary leadership. Washingtons personal bodily processs and moral courage renewed his mens faith, convinced them to stay the wrangle, and above all to do the right thing. In the combat action of the Revolutionary war Washington had a dozen mounts shot out beneath him, and was once missed by a round that struck through his overcoat and he narrowly escaped injury. His morality was accompanied by his physical courage in battle inspiring his men to fight on despite their hardships. (Tremble 1992)Literature R eviewNearly a century later, the moral courage and personal character of its commanding general held together an undersupplied, undermanned, yet positive Confederate army. In the final battle of the Civil War, Lee demonstrated his dedication to his men and willingness to sacrifice himself over his command. The opposing armies were prepared for battle in a field near the town of Appomattox. Near the beginning of the assault Lees lines began to give way forcing him into a moral dilemma that affected the overall course of the war. In this moment Lee replaced his personal drive for victory with the sobering realization of defeat.Understanding the futility of further efforts against his enemy, Lee sent a flag of armistice to his counterpart, despite the war cries and urging of his men to return to battle. He sacrificed personal pride and commitment to victory for his duty and loyalty to his men. General Lees character and agreement to do the right thing tied together and motivated th e armies of the south and his soldiers understood that Lee acted for the eudaimonia of the Confederacy and not for personal gain.In WWII, 80 yrs after Lees surrender, the US was at the height of submarine patrols against Japan in WWII, and Commander Howard Gilmore set a course from Brisbane, Australia into Japanese waters to interrupt their shipping lanes in the USS Growler. magical spell surfaced to charge the submarines batteries, Gilmore was engaged and rammed by a Japanese ship. Attacking the crippled and idle Growler, enemy gunners quickly sprayed the bridge of the submarine cleaning the Assistant Officer of the Deck, manifestationout, and wounding Gilmore. The submarine remained under still serious fire from the enemy machine gunners.Aware that the Growler would be sunk in the time needed for him to crawl below decks, Gilmore made the supreme sacrifice for his shipmates. Commander Gilmore put his command before himself and through his selfless and courageous act rescue his crew at the cost of his own life. His ordered his crew to, Take her round and then perished at sea.Perhaps the nigh decisive aspect of moral leadership is the ability to inspire a fire within mass to fight for a common goal or unit objective. Moral courage and technical expertise and skill are the enabling devices for which a leader may instill confidence and trust among his troops, but it is the ability to produce a common objective that will inspire men to fight. A free and voluntary army requires an indisputable cause. (Tremble 1992)For example, General Washington was able to contain the rivaling factions of the American Revolution and then unite and direct them towards a common purpose. Unable to agree amongst them as to an appropriate course of action, it was Washingtons decisive and assertive leadership that merged their purpose. Despite their conflicting ideas, the Americans believed unanimously in the ability of Washington. In much the same way, Robert E. Lee fused a nd gave purpose to the Confederate states in the Civil War and Winston Churchill unified the rivaling factions of the British government during WWII.One of the better examples of inspirational leadership is from recent history. Al-Qaeda forces draw their strength and morally rationalize their terrorist attacks through their overzealous belief in the justness of their cause. The terrorist leaders harness the energy created by this fanaticism in their culture and focus it towards a common goal. This leadership style establishes a purpose and allows for a transition into active fighting spirit.These leadership traits are fundamental and remain at the foundation of successful military leadership. They remain a leadership challenge for all fighting men in the worlds militaries and occur at all levels within the military force. Those who master and arm themselves with these concepts are positioned to succeed while those who ignore them are destined to fail.Transformational leadinghip a nd Subordinate Outcomes on Army a Case StudyBasss (1985a, 1985b) ideas have enthused substantial enumerate of study. The mass of this study has investigated the foundation line or circuitous effect of transformational behaviors on leader or unit recital and effectiveness. Research on the hypothesized swell effects of ordinate outcomes admiration, respect, and trust of the leader, motivation and commitment to shared goals and visions innovative and creative approaches and growth reflecting the unequaled needs and desires of individual pursuit. According to Bass, follower outcomes promoted by transformational behaviors result in levels of organisational attempt and recital over and further than what are possible by transactional behavior.These effects of transformational leadership on subordinate outcomes defines the augmentation hypothesis, which has , control empirical testing of Basss ideas virtually transformational leadership. Basss (1985a, 1985b) ideas are parti cularly striking to organizations, like todays military, in which success depends on the participation and active participation of all organizational members. U.S. Army doctrine, for instance, mentions leadership as the most essential component of combat power or the ability to fight and win.This doctrine more envisions that leaders add to effectual unit recital by inspiring purpose, direction, and will to win. Basss ideas for the expansion of successful army leaders have been so striking that the U.S. military in recent times published volume discussing issues and insinuations raised by the distinction among transformational and transactional behaviors (Bass, 1996).Study in U.S. Army units has supported these doctrinal views relating to the significance of the interactions between leadership, soldier circumstances, and unit performance. Siebold (1994), for instance, measured the work enthusiasm of soldiers 2 to 4 weeks earlier to their units contribution in replicated battle exercises. Strong, optimistic correlations were obtained among pre-exercise modes of soldier enthusiasm and rated success of units passim the exercises.In adding, the motivation-unit-performance association was moderated by leader efficiency. So as to, when units were grouped by discernments of leader efficiency, strong, optimistic correlations were obtained for units with the uppermost leadership ratings but not for units with worst ratings. Savell, Teague, and Tremble tested the connection among leader-follower characteristics. They reported that positive association existed among the enthusiasm levels of leaders and followers and that the force of that association augmented as followers reports of Leaders overall ability also increased. (Tremble 1992)Organizational Level and Transformational BehaviorsBass (1990) argued that the principles of transformational leadership apply to all organizational levels. Consistent with argument, transformational research has tryd sample s ranging from cadets at military institutes to executives and world leaders. Potentially inconsistent with Basss (1985b) quarrel, though, is the deviation in results obtained across organizational settings. For example, Spangler and Braiotta (1990) reported that transactional scope was slightly more strongly correlated with audit mission efficiency than were transformational features.In this framework, monitoring mis agrees and satisfying accuracy may have been essential for leader recital. As such(prenominal), lively management by omission and dependent reward predicted recital as powerfully as did transformational actions. Spangler and Braiotta as well found that active, management by omission was as powerfully connected with the transformational scales as those scales were connected between one another. In difference, Howell and Avolio reported that active management by omission was unconstructively connected with unit recital and transformational leadership in pecuniary ins titutions. (Bass 1986)How to report for these unreliable effects is not overall clear. Relationships among leaders and followers vary crosswise organizations. As leaders move on in organizations, they grow carefulness and authority, use less time intimately supervising followers, and sire on broadened responsibilities. Crossways levels, followers frequently vary in status, carefulness, independence, and promise.In adding, the continuous tense understanding and training conventional by organizational personnel might generate diverse expectations between junior leaders, more senior leaders, and followers almost actions that comprise suitable leadership actions. at that placefore, the unreliable effects obtained for transformational and transactional behaviors could reproduce a number of issues, together with the suitability of a single-form device, for instance the MLQ, for recitation variations across levels in leadership roles, in function relationships, or in contexts. (Bass 19 86)Though the connotation of leader actions and of follower prospect concerning that behavior might modify crosswise organizational levels, the regularity of precise types of behavior might also vary. Kuhnert and Lewis explained that adults are extra liable to connect in transformational behaviors after they have attained advanced stages of respectable growth.Behind this outlook, increased transformational behavior (but not essentially transactional behavior) was god for other senior Army leaders (Bass et al., 1987b). On the contrary, transactional behavior was originated to typify victorious cadets all through their pre-commissioning preparation and learning at a state military college. Contrary proof was obtainable by Lowe et al. (1996), who completed in their meta-analysis that transformational leadership did not considerably vary as a purpose of organizational level. (Bass 1996)Our current National Security Strategy (NSS), National Military Strategy (NMS) and existing Army for ce structure were ill conceived for the future of the Army. As a result of the Bottom-Up Review (burr), the Army was right sized and structured to meet the requirements to fight and win both major theater wars (MTWs). However, this force structure was never intended to support current deployment levels for military operations other than war (MOOTW).In fact, the BUR warned that, Protracted commitments to peace operations could lower the overall readiness of US active duty forces over time, and in turn, reduce our ability to fulfill our system to be able to win two nearly simultaneous major regional conflicts. Increased MOOTW deployments such as Somalia, Haiti and Bosnia have driven the Armys operational tempo (OPTEMPO) to historically high levels. As prophesied by the BUR, the Armys overall readiness is declining. Moreover, given our current NSS, a turbulent international community ripe with MOOTW opportunities and go along fiscal pressures, it is un liable(predicate) the Army can expect a reduction to OPTEMPO in the near future. In short, the Army is faced with a strategy and force structure mismatch.To compound this mismatch, the Army faces another pressing problem in its responsibilities to support joint war fighting. As joint war fighting doctrine continues to adopt and improve, deficiencies concerning searing missions such as rear area certificate of the joint logistics and sustain base and the need for a war-termination force have surfaced (US Department of Defense, 1995, pp.1-9). These unique Army missions pose a difficult challenge. How can the Army correct these joint war fighting deficiencies in an environment that already overtaxes its capabilities and resources?Late in the Cold War, the Armys strategy for using its confine Component (RC) forces was totally different from todays. Born of the joint vision of General Creighton Abrams and Secretary of Defense Melvin Laird, the Total chock up concept was embraced by an Army all too aware of the p roblems created by not using significant RC forces in either the Korean or Vietnam Wars. The Armys overall readiness is declining. Moreover, given our current National Security Strategy, a turbulent international community ripe with opportunities for military operations other than war and continuing fiscal pressures, it is unlikely the Army can expect a reduction to OPTEMPO in the near future.In short, the Army is faced with a strategy and force structure mismatch (1993). It is time to abandon the conflict between the active Army and Army National Guard (ARNG) over Guard readiness and look at ARNG maneuver unit utility from a new perspective. The search for a new paradigm properly begins by considering the connection between readiness and risks.Reserve Component (RC) units cannot attain the readiness levels of equivalent Active Component (AC) units in 39 days of yearly pre-mobilization training. Therefore, some degree of risk will always be associated with early deployment of RC uni ts. The key question is how much risk is acceptable? If the risk of deploying ARNG maneuver units early is within acceptable limits, the Army could welfare greatly. (Bass 1996)The decision to deploy these units meant that the Army was accepting some degree of tactical risk that units could not perform some of the missions for which they were organized. Even during the defense build-up in the mid-80s, the Army maintained its strategy of early deployment of RC maneuver forces. In a security environment of high threat and increasing resources, the Army was willing to accept the tactical risks associated with deploying these RC units (Noyes, 1995, pp.8-9). Today, the Army faces no peer competitor such as the massive Soviet Army, just a small group of ill-trained, ill-equipped regional armies.Army and joint capabilities for precision deep attack of enemy forces have revolutionized the ground combat concept of battle space. No longer must the enemy be reduced in a desperate fight by maneu ver elements along the forward line of troops (FLOT). Deadly surface and air joint operational fires, many miles away, can now reduce enemy maneuver units from the FLOT.Although resource constraints have reduced the active Armys relative maneuver combat power by nearly half since the RC units cannot attain the readiness levels of comparable AC units in 39 days of yearly pre-mobilization training. Therefore, some degree of risk will always be associated with early deployment of RC units. The key question is how much risk is acceptable? If the risk of deploying ARNG maneuver units early is within acceptable limits, the Army could benefit greatly. (Waldman et al 2001)In November 1999, US Army Chief of Staff Eric K. Shinseki directed the US Army Training and Doctrine Command (TRADOC) to undertake a comprehensive review of the Army force structure. In response, the TRADOC commander, General John Abrams, began growing a brigade-sized force capable of rapid deployment, yet with the stayi ng power of the current heavy force (1993).This force would have to be able to respond to the growing number of peacekeeping and small-scale conflicts, as well as, facing the problems of nontraditional threats and the likely hood of terrorist threats. The Army today is built on a heavy force and a light force. The heavy force has the necessary firepower and sustainability but require too much time to deploy. The light force can deploy quickly, but lack the power and sustainability to remain for extended periods of time. (Waldman et al 2001)Under this new transformational plan, there would be a combat force comprised of elements of the active Army heavy and light forces, along with, elements of the Army National Guard and Army Reserve forces. This would provide a mix of forces that could deploy fast, pack the necessary combat power, and be able to sustain contact for an extended period of time without direct support. It would also provide our part-time soldiers with the necessary add itional training to sustain their combat readiness and confidence.This will bring the armed forces to the realization of an Army of one. As we can see from the events of today, that the conventional Army of the past is no longer the Army of the future. The forces have to be ready to react to any possible action or conflict that may arise. Terrorism is an entity that has a broad hand. The multitude of the armed forces has had to come together to provide the necessary force to not only fight abroad, but to secure to home front from attack.The part-time soldier has stepped up in this new transformational Army to take to job of homeland protectors while the specialized forces have taken on the challenge of rooting out the evil. Did the US Army Chief of Staff Eric K. Shinseki have a premonition of the events that unfolded over the last fewer months? He may or may not, but the fact is that he new that the Army of old could not fight the battles of the future. Transformation was inevitabl e, and he was the man to see the emerging trend of modern day warfare.PresentThe observations illustrated above show how far the Army has come in the past 15 years concerning civilians in the Total Army. The new FM 22-100 is the latest indicator that the Total Army must depend on all its components in performing todays missions. The Army is smaller today than at any time since before World War II and it continues to downsize. In less than a decade, the Army reduced its ranks by more than 630,000 people, closed more than 700 installations and changed from forward-deployed force to a Continental United States-based, power-projection force. The number of deployments in that same period increased by 300 percent accordingly, missions were realigned and force structures changed.The bottom line is that DACs have assumed responsibilities in the Total Army that were not even envisioned a partner off of decades ago. The Army simply cannot mobilize, deploy or sustain itself without its civi lian component. The old ways of doing business do not work anymore. The outdated paradigms that endure close to DACs should be revisited. DACs roles, responsibilities and leader challenges are in constant flux.Emphasizing the need to develop civilian leaders for positions of greater responsibility, Reimer stated, We cannot leave the development of our civilian leaders to chance. The development of civilian leaders starts with the accession and training of interns. We must hire the lift out and train them to meet the challenge, of the 21st century . It is important that we continue the fury on professional development for all civilians through the executive level. (Waldman et al 2001)It was only a little more than a decade ago that the Army began providing progressive and sequential competency-based leadership training for civilians through the Center for Army Leadership (CAL), Fort Leavenworth, Kansas, and the Army Management Staff College, Fort Belvoir, Virginia. Before the mid- 1980s, a career track comparable to those for officers and noncommissioned officers (NCOs) did not exist for DACs.Historically, the career program functional chiefs for about 25 percent of DACs who were in career programs determined their technical requirements. Supervisors determined the appropriate training for those not in career programs. Not enough oversight was given to identifying civilians with potential for advancement or systematically determining the skills needed to prepare high-caliber individuals for progressively more responsible leadership roles. In essence, leader development for DACs was not a consideration. (Tremble et al 1997)The difficulty of creating a civilian training program was compounded by the fact that civilians enter the federal work force at various levels based on their qualifications for specific jobs, rather than at a single point as officers and enlisted personnel do at the start of their careers. An individual is hired with a presumption of havi ng the training needed for the position he is to occupy. Additional training is provided only after finding that the person needs to enhance the skills required by the job. Bringing such a person to a high-performing level in a reasonable amount of time is a tremendous challenge for any commander or leader.Historically civilian training does not compete with military training for resources. The Army has made considerable progress in the past 15 years in modernizing civilian personnel management. Programs such as the Army Civilian Training, Education and Development body (ACTEDS) and the Total Army Performance Evaluation System (TAPES) have eliminated many of the earlier systems complexities, resulting in some civilian developmental programs more closely resembling those for officers and enlisted personnel.ACTEDS provides a career progression road map for developing and training civilians from entry to senior level. The development of civilian leaders, like that of their uniformed c olleagues, is a blend of institutional training, operational assignments and self-development. The Civilian Leader Development Action Plan provides similar frames of reference as plans developed for officers, warrant officers and NCOs. ACTEDS specifies training in two areas professional technical career training and leadership and training.There are some underlying concepts that are common to all three courses. The content in individually course is embedded in the Armys leadership doctrine and values. Participants experience leadership in its purest formexperience being the operative word. Experiential learning permeates the course from the moment class begins and continues until the participants depart. CLTD courses are the only ones the Army offers that employ existential learning.Adults learn better if they experience a situation rather than simply hearing about it from others. In experiential learning, everyone in a situation has his own personal experience. Human nature being what it is, no two experiences are exactly the same because of individual backgrounds, prior experiences, biases, values, beliefs and attitudes. Once the common experience is complete, participants examine the varied perspectives in the group and look at why those different views exist.Through discussion, participants begin to discover the factors that came together to create the behaviors others saw. They consider the lessons they can take away from the experience and then examine possible new courses of action. Through this process, greater and deeper understanding develops, trust grows and squads build. (Kane Tremble 1994)The focus is on how people work together, as contrasted to what they may be working on. Participants examine how the group made decisions and how those decisions affected members commitment to the final product, how conflicts were resolved, how people communicated with one another and how groups dealt with common issues or problems. In doing this, the particip ants learn more about themselves and others. Many opportunities arise end-to-end each course for participants to discover how influential they can be with other members.They live the Armys values and come away with a real understanding of those valuesnot merely slogans that are little more than bumper stickers. They polish influential communication skills and gain a better understanding of their individual strengths and the areas where they may want to change. Opportunities abound for those who desire to practice new behaviors and receive feedback from others in the group.They also examine the choices they have in their lives, which often yield surprises. If individuals see that they are empowered to influence their own behavior, then they can do a better job of influencing and motivating others. Leaders also learn how to diagnose the culture in their organizations, develop visions for their organizations and lead change. Class participants learn what works for them personally and do not simply take home cookie-cutter recipes for leadership.Condition Peace and WarThe previous debate was concerned mainly with serving leaders comprehend how the leadership equation develop as leader moves from strategic leadership to superior levels. As general rule, the wartime mission is more serious and result of breakdown takes on potentially contraband consequences. Therefore, the arrow under the assignment column is considerably bigger than the other arrows. A unit that breakdowns to convene its peacetime tasking might ruined an operational readiness inspection (ORI) or acquire a commander fired. Over time of war, the mental state of followers takes on superior meaning since terror complicates their aptitude to execute. Leaders have to take this aspect into reflection when transitioning from tranquility to war.To recompense for fear and the superior significance of mission achievement, leaders might understandably turn out to be more demanding. In case we deduce too much from the above case, we would propose that a demanding style is not routine response to a battle environment. Under usual conditions, a leaders style wont transform simply as the bullets are flying. It depends on the circumstances and the leader. If one has never individually practiced combat, one cannot recognize in what the difficulties continuously mentioned actually consist, nor why a commander should need any brilliancy and outstanding skill. . . .Everything in war is straightforward, but the simplest thing is not easy. The difficulties build up and end by producing kind of resistance that is unthinkable if one has experienced war, last war versus peace related issue should be addressed at the present. As we change to a more follower-oriented, empowering leadership model in peace for example TQM, there are possible pitfalls for us when busy in battle operations. The basic principle of essential training over the years has been to smash down the individuals civilian min d-set that is obviously opposed to subsequent potentially life-threatening battleground orders.In place of the inhabitant mind-set, we replacement military discipline throughout fundamental training, an automatic compliance to strict leadership style. The objective of QAF is just the contradictory. It seeks to move authority from the leader to subordinates and to solicit ideas and insights from followers in a very friendly, benign atmosphere. How will the methodically indoctrinated and empowered QAF follower react if the units control takes on a more despotic style during battle? This is a military issue that prospect leaders, mainly at the unit level, need to address. (Spangler Braiotta 2000)Condition Combined LeadershipOne more difference in the leadership equation that will turn out to be more and more significant in todays atmosphere involves the mixture of friendly forces. A single-service process is comparatively simple to organize since like-minded persons are concerned in accomplishing the task. Their communication is facilitated by an ordinary dictionary and a ordinary orientation to their exacting way of combating. One time we comprise members of an additional service, though, additional considerations and sensitivities require to be addressed. Differences in service doctrine and operational methods not merely aggravate working jointly but can have a harmful, even deadly consequence on operations.to boot, inter service rivalries have intricate and will carry on to confuse mission achievement. The rivalry between Gen Douglas MacArthur and a admirals Ernest J. King/Chester W. Nimitz in the World War II Pacific Theater led to a less than best harmonization of operations. Alternatively, Army general Omar Bradley and an Air Force general Elwood R. Quesada worked fine jointly. The circumstances become especially multifaceted when allies are drawn in.Additionally to doctrinal and service mismatching, cultural and chronological differences complex effor ts to organize joint operations. In an Airpower Journal article The Staff Experience and Leadership Development, Gen John Shaud noteworthy that a likelihood of your contribution in a joint partnership staff in this post-cold war world has augmented by an order of magnitude. He served as a chief of staff for the Supreme Allied Commander, Europe (SACEUR) until lately and as of that skill made the following observationOn the alliance staff, as is the case with some new management position . . . my main assignment was to organize the activities of the workforce. . . . Additionally to what you might usually wait for that to entail, I originate that I also had to be a negotiator, diplomat, taskmaster, and cheerleader. I learned also that on the SHAPE staff (as well as on most coalescency staffs), some of the most significant factors to be measured were appreciating intrinsic differences in culture and speech and possessing a solid intellect of history.Future Operating environs Challen ges and RecommendationsThe Army is preparing today to meet the four types of challenges Traditional, Irregular, Catastrophic, and Disruptive. To address traditional challenges, the Army is extending its mastery of major combat operations. It is maintaining the ability to counter todays conventional threats while preparing for tomorrows anti-access environments. The ability to prevail in major combat operations is a crucial responsibility and primary driver of capabilities development. Many capabilities required for major combat operations apply across the range of military operations. Those capabilities include Strategic and operational mobility Advanced information systems to support command, control, intelligence, surveillance, and reconnaissance Precision weaponry Force protection and Sustain. The Army is broadening and deepening its ability to counter irregular challenges. However, because the Nation cannot afford two armies, the Army is meeting this requirement by increasin g the versatility and insouciance of the same forces that conduct conventional operations. In many situations, the combination of traditional and irregular threats presents the most demanding challenges to military effectiveness. This combination requires soldiers and units able to transition between the operations required to counter conventional and irregular threats. Preempting catastrophic threats includes deterring the use of, or destroying weapons of mass destruction.It is increasing its ability to rapidly project forces and decisively maneuver them over both global and theatre distances. It is seeking minimal reliance on predictable, vulnerable deployment transition points (intermediate staging bases) or ports of entry. To prepare for disruptive challenges, the Army is maintaining and astir(p) a range of capabilities, minimizing the potential for single point strategic surprise and failure. It is also developing intellectual capital to power a culture of innovation and adap tability, the Armys most potent response to disruptive threats. While preparing for irregular, disruptive, and catastrophic challenges, the Army is retaining its ability to dominate land operations in traditional conflicts.American land forces clearly occupy a commanding position in the world with respect to defeating traditional military challenges. The Army must retain a superior position, particularly in the face of modernizing armies that might challenge US partners and interests. Failure to maintain a qualitative edge over these traditional threats would promote dissymmetry and create vulnerabilities that adversaries might attempt to exploit.While technology will be crucial to achieving greater operational agility and precision lethality, the human dimension will continue to be the critical element of war. The soldier will remain the centerpiece of Army organizations. As the complexity of operations increases, well-trained, innovative, and disciplined soldiers and leaders will become more important than ever. Recruiting, training, educating, and retaining of soldiers is vital to maintaining land power dominance in all forms of conflict. (FM 1)ConclusionThe research of Bss, Burns, Kuzs and Psn had one major preliminary task, then, was to assemble a list of behaviors that seemed to be critical. That list would be used in surveys and discussions with the study participants. While this study focused on sectionalisation commanders, the requisite behaviors were typically relevant to any level of the organization, and discussions with participants, who ranged in grade from captain to lieutenant general, went beyond the sole(a) behavior of division commanders. (As one indicator of the relative universal applicability of basic leader behaviors, an Army Research Institute study a few years ago on leader effectiveness in light infantry platoons showed many critical behaviors at that level were similar to those seen important for division commanders.)An interesting but not surprising finding from that exploration of previous studies was that certain behaviors kept surfacing as crucial to good leadership. There is no doubt that Army officers over the years have had a solid feel for what good looks like. While there are some differences of opinion on the relative importance among behaviors, there is remarkable agreement across grades and branches on which set of behaviors really make a difference. It is also important to note that in distinguishing good leaders from others, the distinction did not fall between leaders on one side, who focused on mission, and leaders on the other, who focused on people. Rather, it was how leaders approached mission and people that accounted for the perceived differences in the quality of their leadership.The team that created the study also recognized that operations in Iraq present an environment that epitomizes two fundamental challenges for leaders of all organizations the need to attain immediate tactical su ccess while maintaining the long-term health of the force and establish the necessary centralize control to ensure integration of operating systems while encouraging and supporting the required initiative at subordinate levels. The study team eventually disjointed 29 behaviors, derived from current leadership doctrine and the synthesis of prior studies.That preliminary list was further reviewed by a number of active duty and retired officers who had spacious leadership experience. An Army War College class and some scientists familiar with Army leadership principles and methods also helped to refine the list. The final list became one of the survey instruments used in the study. These 29 behaviors were seen as relevant and comprehensive by the 77 officers from the four divisions, who eventually participated in the study at their home stations within a few weeks of returning from OIF.To gain an external view of division mission accomplishment, two corps commanders and a deputy cor ps commander were queried about the combat performance of the divisions and the styles of the division commanders (individual or unit info was not specified in the report subordinate participants provided survey input anonymously).In each division, the division commander, the assistant division commanders (when available), the chief of staff, eight members of the division staff, and from six to ten subordinate commanders completed survey instruments and participated in lengthy and wide-ranged discussions with study team members. These participants had observed the division commander during most or all of the divisions deployment to OIF. (Waldman et al 2001)The study report provided a number of conclusions and recommendations. The study concluded that we have a lot of impressive people in todays very busy Army The study further concluded that we still have some development and weft work to do. In particular, we must have the interpersonal skills to gain trust and build the essentia l horizontal and vertical teams needed to take full advantage of the high level of tactical and technical competency that typically exists in our Army.Twelve behaviors, validated by officers returning from a combat theater, were selected as the most important factors in creating a command climate that supports operational excellence and motivating competent people to continue their military service. These behaviors, referred to in the study as the Big 12, also best differentiate between good and poor leaders. Note that the criterion included both short- and long-term mission requirements tactical success today a strong Army tomorrow. Army doctrine should explicitly acknowledge that being a good manager is not the same as being a good leader.FM 22-100 and related publications ought to provide all officers and NCOs with textual resources to clearly articulate the differences between supervising, administering and creating leadership within their units, and they should suggest ways in which the skills and aptitudes that contribute to each of these complementary, but distinct, competencies can be independently trained and appraised. The Officer Evaluation propound and Noncommissioned Officer Evaluation Report and their governing regulations must also be modified to reflect leadership-management distinctions and provide means to separately evaluate performances in each of these areas.To determine pure leadership competency, in particular, serious thought should be given to incorporating nontraditional forms of assessment such as 360-degree evaluations into the rating process. Here, the observations of peers and subordinates are factored into the rated soldiers performance review. When properly interpreted, such data can be useful in matching the right person to the right job, as well as helping to focus leaders attention on truly serving their teams and organization, rather than just pleasing their boss. Impressive gains in performance and productivity are being r eported by civilian companies such as Frito Lay and Intel, which have successfully merged 360-degree and similar assessment methods into their human resource systems (Champy).Armed with such tools and an expanded accent upon critical self-evaluation, those in command or other positions of responsibility can then more accurately identify strengths and weaknesses in their own personal inventory of people skills, as well as in the collective inventory of their staff, and make appropriate adjustments. Finally, the importance of participative, emotionally engaged followers in the leadership process can hardly be overstated. Because all military leaders are also followers in some context, leadership doctrine must explicitly consider the characteristics of effective followers and instruct leaders how best to forge and encourage them at all levelsfrom the fire team on up.Creating wide parameters within which followers may exercise judgment and make decisions, exploring/aligning the personal goals and values of soldiers with those of the organization and providing meaningful, responsive incentives to excel must be stressed as critical leadership tasks.When effectively executed, these musts will combine to create teams with genuinely shared vision and commitment, operating via an influence connection between leaders and followers that transcends the tacitly coercive nature of military relationships. In this way, authentic leadership will underpin effective command in our Army, attracting and retaining the high-quality soldiers so vital to future operations. (Waldman et al 2001)ReferencesBass, B. M. (1985a). Leadership and performance beyond expectations New York Free Press.Bass, B. M. (1985b). Leadership Good, better, best Organizational Dynamics, 3(3), 26-40.Bass, B. M. (1990). From transactional to transformational leadership Learning to share the vision. Organizational Dynamics, 18(3), 19-31.Bass, B. M. (1996). A new paradigm of leadership An inquiry into transformat ional leadership. Alexandria, VA U.S. Army Research Institute for the Behavioral and Social Sciences.FM 1http//www.army.mil/fm1/chapter4.html Accessed, May 22, 2007Kane, T. D., Tremble, T. R., Jr. (1994) the impact of leader competence and platoon conditions on platoon performance in simulated combat exercises (Tech. Rep. No. 1001). Alexandria, VA U.S. Army Research Institute for the Behavioral and Social Sciences.Our Army at War Relevant and Readyhttp//www.army.mil/thewayahead/intro.html Accessed, May 22, 2007Spangler, W. D., Braiotta, L., Jr. (2000) Leadership and corporate audit committee effectiveness classify and Organization Studies, 15, 134-157.Tremble, T. R., Jr. (1992) Relationships of leadership competence with leader and unit performance effectiveness (Res. Rep. No. 1625). Alexandria, VA U.S. Army Research Institute for the Behavioral and Social Sciences.Tremble, T. R., Jr., Kane, T. D., Stewart, S. R. (1997). A note on organizational leadership as problem solving (R es. Note No. 97-03) Alexandria, VA U.S. Army Research Institute for the Behavioral and Social Sciences.Waldman, D. A., Bass, B. M., Yammarino, F. J. (2001). Adding to contingent reward behavior The augmenting effect of charismatic leadership Group and Organization Studies, 15, 381-394.

Will The Internet Drown The Travel Agents Tourism Essay

Will The Internet Drown The Travel Agents Tourism EssayNovember 2009, Budget blend the largest tour operator in Ireland ceased trading and close the re master(prenominal)ing 17 of total 31 sell shops. The company was established in May 1975 and had a 30% sh be of the market.The earnings is a tidal wave. It deed over for wash over the computer industry and worldly concerny separates, drowning those who dont learn to swim in its waves. ( carte Gates, 1995)Travel components used to be the purchase deport between the locomotelers and the suppliers now give outlers fire bypass the expedition agents and purchase directly from the suppliers by using the profit. Will the net profit drown the extend agents, like Bill Gates predicted, or will they learn to swim in its waves?A lot of interrogation in this bea has focused on how travellinglers and suppliers use the mesh to eliminate the middle man, this re lookup examines how travel agents ar evolving and surviving this d isintermediation. This dissertation is important to the middle men (the travel agents) and will examine what future, if any, they have and what frame of reference that future will take. Also this is important to future researchers, due to the deficiency of recent research literatures on this topic.Background to StudyCurrently travelers demand more(prenominal) and higher quality travel serve, wares, information and value for their cash. The lucre serves as a new form of communication and diffusion channel for the traveller and travel service suppliers. It enables tourism suppliers to improve their competitiveness and performance, by cutting out the middle man, bringing more profit to the tourism suppliers and allowing suppliers to give up lower neck to the travellers.Before the internet, travellers had to book though travel agents. These bookings typically consisted of a large range of bundled products each of the products within the booking was presented to the traveller i n a attendant fashion. For example, the kill of the trip would almost certainly consist of a flight product at the destination airport the traveller would possibly collect their convey car and they would then go on to their pre-booked hotel. The industry relies on linking heterogeneous products from various sources at special times and locations to create a coherent package or product for the traveller.As Longhi (2008) stated, the value chain of the travel and tourism industry could traditionally be split into five main types of actors or participants ( omen 1) public figureure 1The Travel and Tourism Industry Supplier ChainSuppliersGDSTour operatorsTravel agentsTravellerSuppliers and service providers.Global Distribution clays (GDS), much(prenominal) as Galileo, cut and Amadeus, used for engagements, information search, client management and reporting.Tour operators, who bundle the tourism products from suppliers.Travel agencies, which distribute the different products fr om services providers and tour operators to the consumer.Travellers, the actual customers.In line of business to the traditional elanl above, the internet provides a way for tourism suppliers to sell their products globally to potential travellers. For these suppliers, this model represents lower distribution costs, access to a untold larger market and on that pointfore higher potential revenues. For travellers, it represents an ability to communicate directly with tourism suppliers and to purchase what they wish when they wish to with no recourse to a middleman.To whatsoever researchers, online booking sites signifi give the gatetly reduce the importance of travel agencies, a trend that could ultimately result in the permanent removal of travel agents from the supplier chain (Barnett and Standing, 2001). However, Palmer and McCole (1999) argue that travel agencies provide personal information and advice to traveller and that this is their key strength.There has been a pregnan t amount of research on how the internet has changed the way travellers purchase products, but very little has been conducted on how the internet impacts the intermediaries travel agents. With the trend towards disintermediation, the elimination of the middle men between the suppliers and the consumers, travel agents would await to be facing extinction. Bennett(1992) claims that changes to information technology in the travel industry over the past few years have worked primarily in party favour of the suppliers and at the expense of the travel agents. Caywood, Lover forecastd and Murray (1999) support this view and project that these changes ar aimed at encouraging travellers to bypass travel agents altogether.It is certainly undeniable that the internet is providing the direction for suppliers and consumers to communicate directly. Figures available from the Irish Central Statistic Office indicate that over the past 4 years, the number of travellers booking online has increas ed dramatically and, by the alike(p) token, the number booking with travel agents has paladinstantially decreased.Number of Trips by Irish Residents (Thousand)Travel AgentInternet200617295510200910467496Despite these statistics, travel agents still personify within the marketplace. The fact that they are still here means that they are somehow managing to compete with the internet.A number of arguments have been put forward to suggest why travel agents are still surviving and also what they need to do to continue to compete and flourish. Lowerngart and Reichal (1998) claim that there are opportunities available to travel agents provided they focus on specific markets and specialise their activities. Waksberg (1997) argued that travel agents should move from a focus on transaction processing to the provision of consultative services. Lovelock (1992) claims that travel agents will need to expand their consultative function and concentrate on the provision of information and detail s that are not available to the traveller through the internet. Beirne (1999) suggests that travel agents should become consumer advocates, finding the better deals for the traveller.The Research QuestionsThe primary research objective is to recognize how the internet is changing the travel industry and what strategies or techniques travel agents are adopting to evolve and sustain their positions.The key research question maybe posed as How does the internet impact travel agents?From the key question than expand to sub questions as followingHow has the internet changed the business of travel agents?What threats does the internet present for travel agents?How are travel agents using the internet to run and improve their businesses?In what ways are travel agents competing with online travel providers?How will travel agents utilize the internet in the future to enhance their business operations and increase their profits?Timeframe of the StudyThe study was conducted over a nine months period from December 2010 to August 2010. The initial proposal was established during December to February, when the research topic was decided. The main body of work commenced in March 2010.Roadmap of ChaptersThe dissertation is split in to five major chapters followed by reference, bibliography and appendices.A summary of the subsequent chapters is outlined infraChapter 2 contains a brief history of travel reservation formation, as well as a discussion on existing research in the area and predictions concerning the future of travel agents.Chapter 3 discusses what methodological approach has been taken, the methods used to design and develop the research instruments, detailing the rationale for selection of the focus group, oppugn and online survey questions.Chapter 4 contains analysis on the primary secondary data and the findings.Chapter 5 presents the conclusion of the research and future work needed in this area.Chapter 2 literature review2.1 IntroductionNovember 2009, Bud get travel the largest tour operator in Ireland ceased trading and closed the remaining 17 of total 31 retail shops. The company was established in May 1975 and had a 30% share of the market.This chapter sets out to examine how travel agents operated before the widespread use of the internet. It contrasts this historic, or traditional, mode of operation with the way that they operate today placing particular emphasis on how the internet has directly impacted travel agents in the modern marketplace. There is a lack of recent and current research on this very specific topic, as a result most articles cited within this chapter are quite old. However, the lack of pertinent articles is also indicative of the importance of this research.This chapter draws on selected research identified during the literature review. It outlines the relationship between the internet and travel agents and it is from this literature review that the research questions for this dissitation emerged.2.2 Explorat ory ResearchA list of relevant articles and other sources were initially established through searches in selected computer science, communications and social sciences databases. Additional articles were open by following references from the initial list to their sources.The following databases were searched for the keywords Travel agents, Internet vs. Travel agents, Reservation system, Distribution channel, Tourism and travel, Information system, survival of the middle man and travel agency.Electronic journalshttp//atoz.ebsco.comIEEE Online Journal Indexhttp//ieeexplore.ieee.org/xpl/periodicals.jspStella cataloguehttp//stella.catalogue.tcd.ie/iii/encore/home?lang=engScience Directhttp//www.sciencedirect.comEmeraldhttp//www.emeraldinsight.com.elib.tcd.ie/SAGE Journals Onlinehttp//online.sagepub.com.elib.tcd.ieISI Web of knowledgehttp//apps.isiknowledge.com.elib.tcd.ieGoogle Scholarhttp//scholar.google.comFig 2 Selected database table2.3 HistoryAny discussion on the history of the tr avel industry is necessarily complicated by large scale conflicts or wars. These are events which profoundly restrict any and all international travel, effectively shutting down the travel industry. For this reason, this document will consider the history of travel industry from the late 1940s onwards. Events prior to this are outside of the scope of this research.During the period under discussion, the late 1940s, travellers were few and fares were tightly regulated. The customer would telephone the travel agent, giving them details of the required travel arrangements. The agents would then call or telex the suppliers, on receiving these details the supplier would store them on a reservation card and then file that card.The number of air travellers steadily increased during the late 1940s and 1950s, in response to this the airline schedules grew more complex. The existing simplistic system of booking travel products had to evolve to meet the increased size and complexity of the tra vel marketplace.In 1959, IBM developed a Computer Reservation System (CRS, also known as a Global Distribution System (GDS)) called Semi-Automatic Business Research Environment (SABRE). Initially developed for Ameri whoremaster Airlines, it was an answer to the difficulty of how to scale the reservation process to match the increased demand for travel.By 1964 it was the largest civil data processing system in the world (DUNCAN G.1995). Other airlines followed admit and introduced their own CRS or GDS systems.To book an air itinerary, travel agents had to call a reservation agent within the specific airline the airline reservation agent would then make the flight reservation though a GDS terminal. The travel agent would then book any other additional travel products, such as hotel accommodation or a rental car, again using the telephone.This process created constrain on the travel agents, so they began pushing for a system that could automate their side of the process. In 1976 all airlines start grant travel agents access to their reservation system, allow agents to book ticket through their systems directly. At the very(prenominal) time in the UK , British Airways, British Caledonian and CCL launched Travicom, the worlds first multi-access reservation system, it has 49 airlines subscribing to it, it enable the travel agents and airlines communicate via a common distribution language and networks. From its achievement Travicom start implement similar system in different country, later when British Airline chose to participate in the development of the Galileo system Travicom changed its trading chassis to Galileo UK and a migration process was put in place to move agencies from Travicom to Galileo (B. Schmid, 1994). By the end of the 1990s there are nine major GDS of which 6 are still been used today. The GDS allow travel agent to access its data using a terminal window through the network. Now travel agents can book flights directly with the GDS, they qu ickly realised that the computer terminals they are using everyday could be a convenient tool for booking other services as well. The GDS soon realised to fulfil the travel agents requirements they need to add booking capabilities for rent cars, accommodations and other travel products (HSMAI Marketing Review, 1996). Finally travel agents can now book itinerary though one source within a network.When the internet becomes more and more popular, airlines and travel agents like other corporations start to use internet to improve their business. All GDSs can now be accessed through internet, travel agents can simply log on to the GDSs website to make search and reservation, most of the communications are done by email, the internet allows the travel agents operate more efficient. It also enables airlines to discard paper tickets, allow travellers to check in online, and travel agents will no longer has to worry about if the paper ticket will not reach the traveller on time.At the compa rable time the internet also enable the traveller to book trips bypass the travel agents (Jo Cheyne et. Al, 2005).2.3 Existing research of internet and travel agentsExamining the key findings of some of the major studies on the relationship between the internet and travel agents.2.3.1 The advent of the internet and disintermediation in the travel industryThe internet has changed the traditional distribution channels various studies have shown how well the internet is suited to the travel and tourism industry (Buhalis and Licate, 2002 Chirstian, 2001). With advent of the internet, suppliers can provide information on their products online, timely, up to date, to the travellers to assist their stopping point making. This , in turn, necessitates the balancing of perishable tourism products and changeable tourist demand, furthermore, the tourism industry is diversified, with a plethora of different suppliers that operate independently, even as tourists tarry travelling to be complete experience. The resolve this mismatch, the internet offers an effective means for developing a single and sustainable electronic infrastructure for information assemblage and business transactions for both travellers and suppliers. A natural outcome of this is that the suppliers can carry out one-to one marketing and mass customization. In other words, travel supplier an now realise each customers needs, and therefore target each customer individually and deliver tailor-made products. More importantly, travel suppliers can understand how to deliver information and sell their products and services to customers directly through their website ( legality, 2002).Travel services and product suppliers see the internet as an opportunity to save money on distribution costs. Inkpen (1998) stated that the internet allows the suppliers to sell their product directly to the travellers, bring them a significant cost savings. As Law (2000) contends that the internet allows the tourism suppliers to control and update their service remotely with electric speed, reaching global travellers anywhere, anytime. The benefits of an online website bring lower distribution cost, higher profit, and larger share of the market to the tourism suppliers. For the travellers, the internet allows them to bypass the travel agents, book directly with the chosen suppliers anytime, anywhere (Olmeda and Sheldon, 2001). The suppliers can reach the travellers directly, which allow suppliers reduce cost on distribution channel, then cheaper price are offered to the travellers, this seems like a Win-Win situation for the travellers and the suppliers, which bring uncertainty to the future of the travel agents.2.3.2 Advantage of the internet for travellersJo Cheyne et al (2006) attested that travel agents are the key intermediary between travel suppliers and travellers with the advent of the internet travellers and suppliers could interact directly, internet offer more information then travel agents a nd often provide cheaper price. Long (2000) summaries it in 4 pointsThe internet provide convenient and instant access for availability enquiries and bookings at times when consumers want o research and purchase travelAbility to access easily information that is detailed and also up to date, helping decision making.A cost advantage in buy travel online as results of the market becoming more competitive, as well as the ability for consumers to take advantage of substantial online discounts that cannot be obtained via any other traditional distribution channels and possible cost advantages for consumers as result of decreased distribution costAvoid travel agent fees and charges.2.3.3 Disadvantage of the internet for consumersLang (2000) also identified the disadvantages that stop customers purchase onlineDifficulty in finding the website and information they requireTime consumingOnline security issuesInformation overload drop of trust in the technologyLack of human interactionStandin g and Vasudanvan (1999) indicated that some researchers are mainly focusing on the impact of internet and threats of disintermediation, there are very littler work carried out on the strategies travel agents has follow and the internet marketing models they are using. A large survey of Australian travel agencies website has been carried out, the findings shows that the major of agencies use internet as a yellow pages or online holiday brochure, a small percentage of websites allow the travellers to make booking, nearly half of the website capture the data on the travellers, but only few captured the traveller email address. The paper also suggested that travel agents should use internet as a marketing tool.2.3.2 Implications of the internet for travel agentsThe internet has changed the traditional distribution channels customers can buy products directly from the suppliers anytime anywhere. Travel services and product suppliers see the internet as an opportunity to save money on d istribution costs. Inkpen (1998) stated that the internet allows the suppliers to sell their product directly to the travellers, bring them a significant cost savings. As Law (2000) contends that the internet allows the tourism suppliers to control and update their service remotely with electric speed, reaching global travellers anywhere, anytime. The benefits of an online website bring lower distribution cost, higher profit, and larger share of the market to the tourism suppliers. For the travellers, the internet allows them to bypass the travel agents, book directly with the chosen suppliers anytime, anywhere (Olmeda and Sheldon, 2001). The suppliers can reach the travellers directly, which allow suppliers reduce cost on distribution channel, hence cheaper price are offered to the travellers, this seems like a Win-Win situation for the travellers and the suppliers, which bring uncertainty to the future of the travel agents.Lawton and weaverbird (2009) did in-depth interviews with 19 owners of successful US-based travel agencies, the paper did SWOT analysis over the 19 travel agencies, and identified that the negative public perceptions of travel agencies is the main outside threat.2.3.2 Demands for travel agentsOne of the most recent study on this topic, tried to identify the tourist perceptions of the potential for the elimination of travel agencies in the presence of the internet. Law et al (2004) conducted a questionnaire on selected experienced travellers, who had visited at least one travel Web site were asked to participate. The answers of 413 travellers on preference on book through internet-based or traditional distribution channels were analysed. The results show that travellers still ask travel agents for advice and their professional services. The paper proposed that from the findings both online and travel agents can coexist in the future. This is probably the most cited recent piece of research on the relationship between travel agents and inte rnet, although some of its findings have subsequently been contested, it must still be regarded as one of the seminal works in the area.Jo Cheyne et al (2006) attested that travel agents are the key intermediary between travel suppliers and travellers with the advent of the internet travellers and suppliers could interact directly. Main finding was the factors that influence travellers choices on using a travel agent or the internet when booking an over sea holiday, the factors are services reliability, managing complex itinerary, guarantee, attractive deal and payment security.2.3.2 The changing roles of travel agentsLowerngart and Reichal (1998) claim that there are opportunities available to travel agents provided they focus on specific markets and specialise their activities. Waksberg (1997) argued that travel agents should move from a focus on transaction processing to the provision of consultative services. Lovelock (1992) claims that travel agents will need to expand their ad visory function and concentrate on the provision of information and details that are not available to the traveller through the internet. Beirne (1999) suggests that travel agents should become consumer advocates, finding the best deals for the traveller. Michael Bloch and Arie Segev (1997) has contend travel agents should adopt the IKEA concept, the Swedish furniture giant transformed from a traditional store to a family destinations, with restaurant, kids play ground ,etc. Travel agents can do the same, with each area set to different destinations, or type of travel products. Each area has an information point, that travel agents could provide information on the particular destinations, supported by video clips of the main attractions. The experience of shopping might be the only thing that internet could not replicate.2.3.5 Importance of internet technology for travel agentsBarnett and Standing (2000) have identified two major threats that the internet has on the traditional trav el agents they are disintermediation of retail agencies by the product suppliers, and the emergence of new online intermediaries. It argues that the traditional travel agents are not aligned with the demand of new travel economy, travel agents has to establish web present.Standing and Vasudanvan (1999) indicated that some researchers are mainly focusing on the impact of internet and threats of disintermediation, there are very littler work carried out on the strategies travel agents has adopted and the internet marketing models they are using. A large survey of Australian travel agencies website has been carried out, the findings shows that the major of agencies use internet as a yellow pages or online holiday brochure, a small percentage of websites allow the travellers to make booking, around half of the website capture the data on the travellers, but only few captured the traveller email address. The paper also suggested that travel agents should use internet as a marketing tool. 2.5 Research questions and objectives

Case Study of Dabur India Limited Marketing Essay

Case Study of Dabur India Limited Marketing Essay entryDabur India Limited is a leading Indian consumer goods keep company with interests in copper C atomic number 18, spoken solicitude, Health C be, Skin Care, Home Care and Foods. From its humble beginnings in the by lanes of Calcutta way back in 1884 as an Ayurvedic treats company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India.The founder, Dr.S.K.Burman, was a practicing exclusivelyopathic doctor. At that time Malaria, Cholera and Plague were the common diseases. He was a physician who brought Ayurvedic medicines to the masses of Bengal. Initially effected as a copyrighted firm for the manufacture of chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as private limited company. Late Shri C.L.Burman, son of late Dr S.K. Burman and his son late Shri P.C.Burman in the name of Dr S.K.Burman Pvt.Ltd. to blow ones stack the operations by setting up production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar. Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st July1985 and the amalgamated company was renamed DABUR INDIA LIMITED.For the past cxxv years, they have been dedicated to providing spirit-based solutions for a healthy and holistic lifestyle. Through their comprehensive range of products, they cater to all consumers, in all age groups, crossways all social boundaries. And this legacy has helped them develop a bond of trust with the customers.VISIONDedicated to the health and well being of every house hold.Dabur is a company with a set of established worry values, which direct its functioning as well as all its operations. The guiding forces for Dabur are the words of its founder, Dr.S. K. Burman, what is that life cost that cannot give comfort to others. The familiarity offers its customers, the products to suit their postulate and give them good values for money. The company is committed to follow the ethical practices in doing business. At Dabur, nature acts as not only the source of raw materials but also an inspiration and the company is committed to product the ecological balance.Journey so farhttp//www.dabur.com/pages/by4hm8ur/116/dabur_build.jpg1884 The birth of Dabur1972 The company shifts base to Delhi from Kolkata1986 Registered as Public Limited Company1994 Listed on the Bombay Stock Exchange1998 Professional team inducted to run the company2000 Crosses Rs. 1000 Crore overthrow2003 Pharmaceutical Business de-merged to instruction on core FMCG2004 Profit exceeds Rs. 100 Crore2005 Acquire Balsara strengthening Oral care provided entry into Homecare divide2006 Dabur figures in vertex 10 Great Places to Work2007 Dabur ranked among Asias best under a Billion enterprises by Forbes2008 Acquired Fem Care Pharma entering the mainstream Skin care segment2009 Strong goth momentum continued in spite of general economic downturn. Also Dabur Red Toothpaste becomes Daburs 9th Billion Rupee grass.2010 Touched US$4 billion securities industry cap. Overseas acquisition, Hobi conclave, Turkey to strengthen presence in MENA and adjacent regions.Dabur At-a-GlanceDabur India Limited has marked its presence with significant achievements and today commands a mart leadership status. Their story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to their partners and stakeholders.Leading consumer goods company in India with a turnover of Rs. 3417 Crore (FY10)3major strategic business units (SBU) Consumer Care Division (CCD), Consumer Health Division (CHD) and International Business Division (IBD)3Subsidiary Group companies Dabur International,Fem Care Pharma and newuand8 step down subsidiaries Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (reticular activating system Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA).17 ultra-modern manufacturing units pass around around the globeProducts tradeed in over 60 countriesWide and deep securities industry penetration with50 CF agents, more than 5000 distributors and over 2.8 million retail outlets all over IndiaDabur India Ltds manufacturing activities spanning various consumer products categories are carried out in 17 factories spread across India and abroad.Dabur has 11 manufacturing facilities in India, out of which two main units are at Baddi (Himachal Pradesh) and Pantnagar (Uttaranchal).http//www.dabur.com/images/india-map.jpgDaburs Business StructureNote Percentage share in tax revenue based on FY10 Financials Femcare included in Consumer Care DivisionConsumer Care Division (CCD)Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Ca reFoods. overwhelm brandsDabur Ayurvedic healthcare productsVatika Premium hair careHajmola Tasty digestivesRal yield juices beveragesFem Fairness bleaches skin care products9 Billion-Rupee brands Dabur Amla, Dabur Chyawanprash, Vatika, Ral, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur edulcorateStrategic positioning of Honey as food product, leading to grocery leadership (over 75%) in branded honey marketDabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share.VatikaShampoo has been the fastest selling shampoo brand in India for three years in a rowHajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every dayLeader in herbal digestives with 90% market shareCategory-wise Share of CCD http//www.dabur.com/pages/by4hm8ur/115/GlanceImg1.jpgBrand OverviewConsumer Care Categories whisker Care pilus anele ShampooSource Value share-ACN June, 09 Val ue Share-ACN Mar, 10Oral CareValue Share-ACN March, 2010Health SupplementsValue Share-ACN March, 2010FoodsCompany Est. Mar, 2010 for Fruit Juice categoryCUsersUser 11Desktopuntitled2.bmpCUsersUser 11DesktopimagesCAXZ8F24.jpgCUsersUser 11Desktopimages.jpgCUsersUser 11DesktopPG-IIIRKSDabur Real- Mrktg Planburrst.jpgCUsersUser 11Desktopuntitled6.bmpSkin Care*Company estimates Includes Fem skin care portfolioCUsersUser 11AppDataLocalMicrosoftWindowsTemporary meshing FilesContent.Worddabur-health_06.jpgDigestivesValue Share-ACN March, 2010CUsersUser 11DesktopimagesCALG7F5C.jpgCUsersUser 11AppDataLocalMicrosoftWindowsTemporary Internet FilesContent.Worddabur-personal_08.gifCUsersUser 11Desktopdabur-digestive_09.gifHome CareValue Share-ACN Mar,2010 for Aerosols category OdonilOdomosOdopicSani FreshConsumer Health Division (CHD)Consumer Health Division (CHD) offers a range ofclassical Ayurvedic medicinesand Ayurvedic OTC products that deliver the passe benefits of Ayurveda in modern ready -to-use formats. Daburs Consumer Healthcare business is the Companys oldest business, and today has a growing portfolio of OTC products to address a variety of problems ranging from Womens Health to Baby Care and cough up Cold to Rejuvenation.Has more than 300 products sold through prescriptions as well as over the counterMajor categories in traditional formulations include Asav Arishtas Ras Rasayanas Churnas Medicated OilsProprietary Ayurvedic medicines developed by Dabur include Nature Care Isabgol Madhuvaani TrifgolDivision also works for promotion of Ayurveda through organised community of traditional practitioners and exploitation fresh batches of studentsCUsersUser 11Desktopuntitled.bmphttp//www.dabur.com/pages/by4hm8ur/115/GlanceImg2.jpgThe Consumer Health Division, CHD witnessed a ripening of 10.2% during the quarter led by ethical portfolio which grew by 14.5%. In OTC, Pudin Hara grew by 12.8%. The Pudin Hara portfolio has been wide by launching Pudin Hara Lemon Fizz in the acidity segment.International Business Division (IBD)International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning the Middle East, North West Africa, European Union and the USwith its brands Dabur VatikaGrowing at a CAGR of 33% in the tolerate 6 years and contributes to about 20% of total gross revenueLeveraging the Natural preference among local consumers to increase share in perosnal care categories steering markets GCC Egypt Nigeria Bangladesh Nepal USHigh level of localization of manufacturing and sales marketingworldmapDaburs International businessThe Companys key markets for international business are the Middle East, Africa, UK and south Asian geographies, with manufacturing plants located across regions. The Company also has a private label business in USA and UK, along with Guar gum exports, which takes place from its Indian plants.The Companys International Business Division reco rded an impressive sales growth of 26.3% from Rs.477.0 crore in 2008-09 to Rs.602.5 crore in 2009-10, contributing to 18% of overall consolidated sales. The operating margins of the business improved significantly during the year reflecting the strength of the brands even though the external conditions were punk rocker and the environment was plagued by recessionary trends, currency depreciations and demand contraction.Robust sales growth in international markets was possible due to Strong Brand portfolio positioned on herbal and natural platform Aggressive new product launches and brand extensions Geographical expansion into new markets Strong sales and dissemination network Strong manufacturing backbone and expansion of own manufacturing in key geographies Localised and economic supply chain.Product PortfolioThe company has built good and robust brand architecture with two mega brands for international business across all geographies Dabur and Vatika and most of its offering s are under either of these two brands.Dabur Amla Dabur Amla franchise achieved a growth of 38% along with all the extensions. Basis Nielsen Retail Audit in KSA, Dabur Amla Hair Oil with a market share of 34.2% is the biggest brand in the hair oil segment. Dabur Amla Gold has market share of 6.8% while Dabur Amla Jasmine is at 5.1%. The Amla franchise has now been extended to the Hair Cream Category with the launch of Dabur Amla Hair Cream. It has become the fastest growing brand in the Hair Cream segment notching up sales of more than INR 13 Crore in first year of launch.Vatika thither has been a robust growth of 36% in the Vatika franchise which includes Vatika Enriched Hair Oil, Coconut Hair Oil, Hair Creams and Hamam Zaith. Vatika brand is now worth Rs.185 Cr built from a negligible base over the inhabit four years in the Arab belt. There was a successful re- launch of Shampoos and Conditioners, launch of one more variant in Hamam Zaith and re-launch of Vatika Coconut Hair Oil. Light hair oil range of Vatika Hair oils registered 51% growth in MENA. Vatika Hair Cream is now an INR 64 Cr brand in MENA. Vatika Hair Cream gained 370 bps in market share and becoming 12.7% of the market in volume terms. It grew by 44% in volume terms over LY in a category that has remained flat. Vatika Hair Cream is now the no. 2 player in Modern Trade with a 15.6% volume mkt share despite raptorial competition from established brands.Vatika DermoViva a new sub- brand launched for the Personal Wash and Skin Care segment had its first launch in the Bar Soap category and has managed to take consumer equity in a category dominated by strong MNC players.FEM The FEM brand was strengthened in the overseas markets through ATL and BTL inputs which saw the brand grow by 100% in just nine months of operation since the takeover.Daburs International MarketThe key contributing markets/ regions to the International Business growth have been GCC, Egypt, Nigeria, Algeria, Morocco, Libya, Ye men, Syria and South Africa.GCC, the largest market in the International Business Division and despite being a mature market, has registered a strong growth of 42% over last year fuelled by innovations and new product launches in the Hair Care, Personal Wash and Oral Care segments.Dabur Egypt Limited has witnessed another spectacular performance with 30% growth in sales.African Consumer Care, Nigeria has grown by 17% over last year in local currency terms, aided by strong growth of Dabur Herbal Toothpaste and Dabur Herbal Gel in the Oral Care category.Asian Consumer Care, Pakistan has grown by 26% in revenue with Hajmola and Dabur Amla emerging as the two strong brands for the region.Dabur Internationals UK Branch has seen a 23% growth over previous year which has been the highest growth rate for this region in the last 8 years.Markets of North Africa, Levant and Yemen have seen an impressive performance with 49% growth over previous year.Asian Consumer Care, Bangladesh, has perform ed well with a growth of 47% during the fiscal 2009-10. The growth has been led by increased distribution penetration and focussed brand approach.Dabur Nepal Pvt Limited which manufactures fruit juices and also caters to local consumer market in Nepal recorded impressive growth of 26% in its sales to the domestic market of Nepal.Dabur recently has acquired Turkey-based personal care company Hobi Kozmetik Group in a deal at Rs. $ 69 million. The company, in a move to expand its presence across Middle East and North African region, has make the acquisition. Hobi Kozmetik is a market leader in the hair gel category with 35% market share. Companys products sold under Hobby and New Era brands across 35 countries. The transaction is expected to be completed by Q3 of FY11. Dabur, which is the largest FMCG in India with large market capitalization, has huge investment and expansion plans as the company aims to expand its foreign sales.Exports from IndiaThe company also exports guargum and p rivate label oral care products from India. During 2009-10 the company recorded Guargum exports to the tune of Rs.43.3 crore as compared to Rs.48.3 crore in the previous year. The sales were demoralise due to weak world(prenominal) demand and recessionary environment.Exports to USA recorded impressive growth with sales increasing to Rs.38.4 Cr in 2009- 10 versus Rs.27.6 in 2008-09 reflecting a growth of 39% despite the recessionary environment in developed markets. The US sales comprise Private Label and Ethnic business. severalize markets in USA and Europe contributed to the growth. Innovative product developmentsin Oral care private label- such as Pro-age, Sensitive and Herbal toothpastes were launched. Ethnic Sales in USA and Canada also performed well recording 80% growth albeit on a low base. Various new products were successfully launched in the market and penetration ofmainstay Dabur products exchangeable Hair Oils and Chyawanprash into Canadian mainstream retail chains s uch as Walmart was achieved.Competitor AnalysisCategoryDaburs ShareMain CompetitorsFruit Juice58% Real and ActiveTropicannaFruit Drinks (coolers)1% CoolersFrooti And MaazaHair oil Coconut base6.4% VatikaHLLShampoo Vatika7.1%HLL and PGHair care (overall)27%HLL, PG and HimalayaChyawanprash64%Himani, Zhandu and HimalayaHoney40%Himani, Hamdard and local PlayersDigestives37%Paras and local playersCompetitionMarket Cap.(Rs. cr.)SalesTurnoverNet ProfitTotal AssetsHUL60,897.6317,725.332,202.032,583.52Dabur India18,851.772,874.60433.15859.35Godrej Consumer12,917.721,267.88248.12839.87Colgate11,244.571,770.82290.22330.70Godrej Ind7,770.69880.9719.331,570.31Marico7,641.542,030.85235.02948.58PG7,169.93904.46179.76440.02Emami6,891.491,006.86165.40878.42Gillette India5,953.64852.48137.10490.89Jyothy Labs2,440.33579.8780.05399.10Source moneycontrol.comRecommendationsEntering coarse marketDabur should target more towards the rural market and tier 2 and tier 3 cities. These markets have traditional ly been loyalists to Daburs ayurvedic range of personal products.Tapping rising global demand of herbal and Ayurvedic productsThere is a new trend in the global market that has increased the demand of herbal/ ayurvedic products. This is the time when Dabur should relaunch itself as a key international player in the global arena.Also in the domestic market, there is a huge scope for Dabur to launch niche/ highlife segment products catering to specific target groups.i) Development of new markets for Products ServicesNew avenues for growth were opened up with expansion into the new markets of Cambodia, Philippines, Belarus, Gambia and Bolivia. The Sales Distribution infrastructure has been augmented by appointing new distributors in CIS, Mozambique, Guinea and Rwanda. Local resources have been deployed in key markets of Yemen, Syria, Kuwait, Malaysia and Tanzania to strengthen the SD structure.ii) Entering US MarketThe Company is also trying to break into the US Market where it is at tempting to build a full fledged distribution channel. It is also worthwhile to mention that some of its products like Chyawanprash are selling in the US via Indirect channels. But this task is going to be a difficult one since US laws are tough and the preferences of consumers also vary greatly than that of markets which are usually catered to by Dabur.iii) Target- South AfricaIn Africa the company is looking at markets like South Africa where it currently is not present. It already has a personal care unit in Egypt and a toothpaste unit in Nigeria. Dabur can do well in these markets since the profile and preferences of these consumers are very much like India.iv) Export PlansThe focus, going forward, is to continue expanding the Companys presence across geographies and to exploit the opportunities that exist in existing and potential segments. The Company testament continue to invest in brand building, manufacturing and human capital in order to maintain and improve the existing robust growth path.Vision 2010 after(prenominal) the successful implementation of the 4-year business plan from 2002 to 2006, Dabur has launched another plan for 2010. The main objectives areDoubling of the sales figure from 2006The new plan will focus on expansion, acquisition and innovation. Although Daburs international business has done well growing by almost 29 per cent to Rs.292 crore in 2006-07, plans are to increase it by leaps and bounds.Growth will be achieved through international business, homecare, healthcare and foods.Southern markets will remain as a focus area to increase its revenue share to 15 per cent.With smoothly sailing through its previous plans, this vision seems possible. Time and again, Dabur has made decisions that have led to its present position. However, if Dabur could be more aggressive in its approach, it can rise to unprecedented levels. To conclude, this is a 10 year performance table from Daburs website.

Revenge and Vengeance in Shakespeares Hamlet - Going Beyond Revenge Es

Going Beyond Revenge in Hamlet The simplest and superficially the most appealing way to understand Shakespeares Hamlet is to see it as a revenge tragedy. This genre was well established and preferably popular in Shakespeares time, but it was precisely part of his genius that he could throng old forms and renew them by a creative violation of their standards. As this essay will explore, Hamlet stands the conventional revenge tragedy on its head, and uses the tensions created by this reversal of type to add depth to its characters and story. The revenge tragedy of Shakespeares age, as exemplified in such productions as The Spanish Tragedy by doubting Thomas Kyd and The Tragedy of Hoffman by Henry Chettle was gruesome to a degree. In the latter work, for instance, the hero displays on stage the skeleton of his father, who has been tortured to death for piracy, and afterward on takes part of his revenge by killing one of his enemies with precisely the same tortures, and hanging him in chains beside the skeleton of his father. In the process, the original apparitional symbolism of death imagery, in particular the skeleton and the skull, is perverted into little more than eye-catching tokens of revenge (Jacobs 1993). The classic revenge tragedy is thus quite a simple affair there is an offence, and it is followed in a fairly mechanical manner by revenge, preferably bloody and protracted. However, as Delville and Michel (1998) point out, this bodily structure is undermined by Shakespeare in the person of Hamlet. Unlike even Shakespeares own creations, Brutus, Macbeth, and Othello, Hamlet is unpredictable. In an earlier version of the play, referred to as the Ur-Hamlet, and attributed to Thomas Kyd, the only indicate for... ...rd and poisoned cup. In the deaths of Polonius and Ophelia, and indeed in his own, he learns that means cannot be separated from ends, and that the consequences of his own choice of means his madness will come back to fix him. It i s in this sense that Hamlet may be read as a journey of self-discovery, even though the journey ends only in the grave. whole works Cited Delville, Michel and Pierre Michel. Introduction to Hamlet. Tr. Eriks Uskalis. University of Liege, 1998. 20 April 2001. Jacobs, Henry E. Shakespeare, revenge tragedy, and the ideology of Memento Mori. Shakespeare Studies 21, 1993 96-108. Electronic. EBSCO MasterFILE Premier, 14 June 2001. Shakespeare, William. Hamlet, Prince of Denmark. The Complete Works of William Shakespeare. London Spring Books, n.d. 945-980.

Thucydides and Homer: Cultures Essay -- Cultural Greece Thucydides Hom

Thucydides and home run Cultures Thucydides and Homer, though they lived a relatively short 300 years apart, wrote about very different Greek finishs. While the Greeks who Homer wrote about in The Iliad were, in many respects, dissimilar to the Greeks in Thucydides explanation of the Peloponnesian War, this stands in marked contrast to the profound similarities that exist between contemporary cultures and those that Thucydides wrote of. There are, however, similarities between modern cultures and those in Homers writing, as well as differences between modern ones and those in Thucydides writing. Thucydides history is, therefore, a relative bridge between the cultures of ancient Greece and modern ones. One of the most recognizable differences in the cultures written of by Thucydides and Homer is what people are respected for. In the world of The Iliad, aret determines an individuals merit, and it is largely determined by physical triumphs over opponents. The importance of victory to these peoples honor is indicated in hectors defeat of Patroclus. Hector seeing Patroclus trying to stagger free, came rushing into him right across the lines and rammed his spearshaft home, stabbing deep in the bowels Down he crashed detestation gripped the Achaean armies. (Homer, 439) Patroclus fall not only represented Hectors superior might, but the publicity of aret for every Achaean soldier became demoralized by the death of Patroclus. Whereas in the aforementioned culture a persons status was public and largely based on strength, Thucydides wrote about a culture that valued beauty through the intellect and art forms. When Corcyra and Corinth are poised to go to war with each other... ... Peloponnesian War is neither romantic nor poetical rather, it is an (relatively) objective account of what he considered to be the most devastating war. Based on his observations, Thucydides used logic to infer things about human behavior and his toric events. It could well have been this abandonment of romanticism that allowed Thucydides to so accurately explain history in terms of human nature, which is based very much on the human condition. If this is the case, then it is certainly not surprising that Thucydides describes many familiar ideas and is able to relate values and principles from cultures older than his own to modern ones. Works Cited 1. Thucydides. History of the Peloponnesian War. Trans. Rex Warner. New York Penguin Books, 1954.2. Homer. The Iliad. Trans. Robert Fagles. New York Penguin Books, 1990.