It 210 Week 4 Check Point 1 Free Essays

1 Declare CountAge As Integer 2 Declare SumAge As Float 3 Declare Age As Float 4 Declare ParticipantAverage As Float 5 Set CountAge – 0 6 Set SumAge – 0 7 Write â€Å"Enter one age. Enter 0 when done. † 8 Input Age 9 While Age 0 10 Set CountAge = CountAge + 1 11 Set SumAge = SumAge + Age 12 Write â€Å"Enter an participant age. We will write a custom essay sample on It 210 Week 4 Check Point 1 or any similar topic only for you Order Now Enter 0 when done. † 13 Input Age 14 End While 15 Set ParticipantAverage = SumAge / CountAge 16 Write â€Å"Your age average is â€Å" + AgeAverage * Lines 1–6 declare and initialize the variables. Line 7 asks for the first age and also explains that when you are finished entering the age for a particular set, you can end by entering 0. * The first Age is input on line 8. * Lines 9–14 are the loop. It sums the age entered and it keeps count of how many ages were entered. * In Line 10 keeps track of how many ages are entered. For each pass through the loop, CountAge is incremented by 1. If you enter three ages before you end the program by entering 0, the loop will execute three times and CountAge will be equal to 3. If you enter 5 ages, the loop will execute 5 times and CountAge will be equal to 5. * Line 11 keeps a sum of all the participant ages. To compute your participant average age, you must divide the sum of all your participants ages by the number of participants, so lines 10 and 11 keep track of the information we need to compute the average at the end. * Lines 12 and 13 ask the user for the next participants age and gets the next input. Here, if you’re done, you can enter a 0. * Line 14 ends the loop when the user enters a zero. * Line 15 computes the average and line 16 displays that average. How to cite It 210 Week 4 Check Point 1, Papers

Leadership in Business Characteristics of Great Leader

Question: What are the characteristics of a great leader? what in your mind makes you an effective leader? what in your mind are the things that need to work on in order to become amore effective leader? how would you get other to do what you want them to do if you did not have any power over them ? Answer: A leader is said to be a good leader if one assembles a team to work for an idea to make it a successful venture and confers the unique ability to execution. Moreover, a great leader is said to possess qualities that are a reflection to his team. Honesty, communication, confidence, commitment and positive attitude are the basic qualities of great leader. However, transparency and building trust through collaboration, being gracious yet persuasive through influence, gaining competitive advantage through innovation and managing people through empathetic nature are the signs of a great leader[1]. An effective leader is a great leader but has the fundamental ability to believe in oneself because maturity, conviction and expertise translates to a particular purpose as well as direction. Moreover, the effective leader enables a clarity vision for oneself and for his team by instilling self-esteem, motivation and teamwork[2]. Effective leaders like Steve Jobs who discovered Apple Inc. was successful because of its passion and his vision for the company[3]. Although, the effective leaders are the human resource to an organization but they possess the ability to resolve issues that are open to variety of obstacles in different circumstances. Leadership relates to unrelenting demands that are of high emotional resilience and high physical vitality for which they require lot of flexibility and ideas. However, to be an effective leader there should be an operational way that could put forward variety of viewpoints as well as solutions. On the contrary, motivation is one factor that should foster cooperative effort that not only promotes listening and gathering of opinions but also incorporates effective strategies that generates a clear vision. Moreover, the leaders should always focus on trust factors because it minimizes the risk and helps in bringing conviction[4]. A leader always possesses the quality of transference that explains the master skills of attracting followers through understandable efforts. However, the transference attitude falls into two types of motivations- one is rational and the other is irrational. The rational possesses the quality of consciousness whereas irrational motivation is related to powerful images projecting relationships with leaders. However, without being a leader, the qualities that runs down an individual to be followed by others is communication in which there is understanding without condemnation and complains, honest and sincere appreciation without nagging and being courteous without adding criticism. This is only possible through mastering skills of self-perseverance. Nevertheless, the other factors that can provide influence without power is credibility of the values and policies while attracting through a diffusion effect and not through easily observable specific actions[5]. References Dachls, A, "How to Plant Ideas in Someone's Mind". inLifehacker.com, , 2014, https://lifehacker.com/5715912/how-to-plant-ideas-in-someones-mind [accessed 12 August 2016]. Pirouz, A, "8 Characteristics of Great Leaders". inHuffington Post India, , 2016, https://www.huffingtonpost.in/entry/8-characteristics-of-grea_b_7680566 [accessed 12 August 2016]. Prive, T, "Forbes Welcome". inForbes.com, , 2016, https://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/#5f4d567f3564 [accessed 12 August 2016]. Ricke, M, "Characteristics of Successful Leaders". inmadison.k12.sd.us, , 2012, https://sp.madison.k12.sd.us/mms/8thGrade/algebra/Shared%20Documents/Goal%202%20Artifacts/Characteristics%20of%20Successful%20Leaders.pdf [accessed 12 August 2016]. Vojta, M, "Characteristics of the Effective Leader". intnstate.edu, , 2016, https://www.tnstate.edu/servicelearning/documents/Leadership%20Characteristics.pdf [accessed 12 August 2016]. [1] A Pirouz, "8 Characteristics of Great Leaders", inHuffington Post India, , 2016, https://www.huffingtonpost.in/entry/8-characteristics-of-grea_b_7680566 [accessed 12 August 2016]. [2] T Prive, "Forbes Welcome", inForbes.com, , 2016, https://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/#5f4d567f3564 [accessed 12 August 2016]. [3] M Ricke, "Characteristics of Successful Leaders", inmadison.k12.sd.us, , 2012, https://sp.madison.k12.sd.us/mms/8thGrade/algebra/Shared%20Documents/Goal%202%20Artifacts/Characteristics%20of%20Successful%20Leaders.pdf [accessed 12 August 2016]. [4] M Vojta, "Characteristics of the Effective Leader", intnstate.edu, , 2016, https://www.tnstate.edu/servicelearning/documents/Leadership%20Characteristics.pdf [accessed 12 August 2016]. [5] A Dachls, "How to Plant Ideas in Someone's Mind", inLifehacker.com, , 2014, https://lifehacker.com/5715912/how-to-plant-ideas-in-someones-mind [accessed 12 August 2016].

Confession Essays (269 words) - Criminal Procedure, Criminal Law

Confession Double Jeopardy Defendant is allowed to turn down their right to an attorney/lawyer and represent themselves in court. Defendant is allowed to turn down their right to preliminary hearing and go direct to trial. The defendant is permitted the use of a private investigator. State is legally obligated to provide all the evidence to the defendant so they can prepare their defense. Under the California Penal Code, the defendant is allowed to be acquitted (free of their charge) on the ground that the evidence before the court is insufficient to sustain a conviction. A person cannot go to trial if there was a previous trial towards that person with the same charges, even if new evidence is brought up. Known as Double Jeopardy. I think the best part of the movie is when the audience finds out that Mr. Crawford is charged with new charges and Willy has the evidence to convict Crawford for murdering his own wife. I think this is the best part of the movie because it is the big turning point of the movie. Here, we find out that Willy has gun that Mr. Crawford used and a confession to convict him for killing his own wife. I think this movie was worth viewing for our topic. In Forensic Science, the law and court is involved and I think this movie does a good job at portraying the court and how evidence is handled. Questions for test. What is Double Jeopardy? How did Willy lose the case? How did Willy figure out that Mr. Crawford switched the weapons with the officer (Robert Nunally)?

Tsar Nicholas essays

Tsar Nicholas essays Tsar Nicholas the 2nd was the last Russian Emperor, born on May 6, 1868. He caused a lot of controversy and changed history dramatically as a result of his poor preparation for the position. He ruled his country during the Revolutions, and led Russia into World War 1, all of which radically changed Russia and affected her position in the world. In the early century in Russia, there were many strikes, mass meetings, and demonstrations which eventually became too large for military to handle. These went against Karl Marxs theory that Russia was too much of a backward peasant country to revolt and have a Revolution. Plehve (the Interior minister) planned attacks on the Jews, in the attempt to redirect hostility away from the government and towards the Jews. He wanted to turn the attention of the Russians towards an external threat of a foreign power, and thought that if Russia was to partake in a small victorious war, it would postpone the Revolution. Nicolas helped propel instability into the Revolution by the disastrous foreign policy he pursued in East Asia. In an attempt to make sure that Russia wasnt excluded on colonial possessions, he started an expansionist policy in Manchuria and Korea that led to war with Japan in 1904. In April, 1904, the Russian Naval commander lost his crew when his flagship, the Petropavlov sk, hit a Japanese mine. The Japanese gained mastery of Port Arthur, and started the war in earnest. They gained possession of Mudken, loosing 70,000 men, and killing 90,000 Russians. In December 1904, the Tsar promised some minor reforms to remind his people of his absolute power, but events to come were soon to show the real weaknesses of the autocracy. The battle of Tsushima took place in May, 1905, with 20 Russian ships being sunk. This disaster, and also the growing spread of revolutionary activity inside Russia, forced the Tsar of the need to end the war with Japan. The Japanese...

Examining a Business Failure Essay Example | Topics and Well Written Essays - 1250 words

Examining a Business Failure - Essay Example In simple terms, business failure can be defined as a situation whereby a company or an organization ceases operations due to inability to make profit or because it can no longer be able to bring in sufficient revenue that can cover the expenses it incurs. Studies have shown that business failure can be caused by the following factors: increased competition; poor implementation of strategies; outdated technology; poor management; poor leadership; financial problems; and economic challenges (Hatch, 2006). In order to have a better understanding of business failure, this paper will discuss the failure of Enron Corporation. Enron Corporation was one of the leading players in the energy market; actually, in the year 2001, it was the United States ’ seventh Largest Corporation in terms of revenues (Mclean and Elkind, 2003). However, it suffered a catastrophic collapse as a result of financial scandal (famously known as Enron Scandal) which involved its accounting firm (Arthur Ander sen), Enron’s management and leadership. The scandal involved fraudulent accounting procedures and practices which occurred during the 1990s and the beginning of 21st century. These fraudulent activities included manipulation of the Enron’s stock price. This scandal eventually led the Corporation to file for bankruptcy in December 2001 (Fox, 2003). Robbins (2004) argues that whereas events leading to business failure of an organization often take different dimensions, the contribution of the organization’s management, leadership, and organizational structures towards the failure cannot be ruled out. As a matter of facts, he notes that this contribution is usually central to business failure in any given organization. So, how did Enron’s leadership, management, and organizational structures contribute to the failure of the organization? Fox (2003) observes that the trials relating to Enron scandal showed that, indeed, the Corporation’s leadership co ntributed to its failure. Enron executives were charged with criminal acts that include insider trading, money laundering, and fraud. What became clear was that the Corporation’s leadership only focused on influence, greed, power, and profits and paid little attention to the Corporation’s Code of Ethics (Mclean and Elkind, 2003). Their focus made them to make wrong and deceiving decisions, as well as conspiring with Arthur Andersen auditors to engage in illegal accounting activities and methods. Jeff Skilling, Ken Lay and Andrew Fastow are the most notable top-level leaders of Enron whose behaviours greatly contributed to the collapse of the Corporation (Fox, 2003). For example, Andrew Fastow who was the Corporation’s chief financial officer engaged in improper partnerships, fraud, and money laundering activities. Jeff Skilling engaged in conspiracy, insider trading, made false financial reports, and in fraud. Ken Lay made misleading statement and got involved i n fraudulent activities (Mclean and Elkind, 2003). As leaders of the Corporation, Fastow, Skilling, and Lay were expected to adhere to and uphold Enron Code of Ethics that called for integrity, excellence, communication, and respect. However, they engaged in activities that challenged the Corporations ethics code’s foundational values. The top leadership as well as the Corporation’s senior management contributed to the failure by attempting to create a conglomerate in the energy industry that was aimed at increasing the

Case study Assignment Example | Topics and Well Written Essays - 1000 words - 6

Case study - Assignment Example Lieutenants were appointed and they were given specific works. The intelligence and scouting division was headed by Will Scarlet. He always kept a track of the Sheriff’s moves. He continuously gathered information about the travel procedure of merchants and tax collectors. Discipline among the band members was maintained by Little John. He also made sure that archery of the band was maintained to the level that their job demanded. The finance division was taken care by Scarlock. He did the job of converting ransack to cash. He also looked for appropriate secret storage places for the surplus cash. The Miller’s son named Much served the intricate task of meeting the needs of the band members which was continuously increasing (Gerring 67). In the current scenario, Robin Hood needs a new plan of action. It may even significantly modify and design alternative strategies to fight against the sheriff. The old plan has now become obsolete and thus needs to be enhanced for better results. There has been a change in the external and internal environment and therefore the old ways of generating revenues are not working any more. An alternative has to be planned to avoid the financial crisis that the band is going through. The organization of the band has to be restructured to reinforce discipline within the band. The band members should not misalign from the goals that they are supposed to achieve. Thus a new mission has to be designed to overcome the current problems that the band is facing (Pahl and Richter 143). The expansion of band’s operations to other unexplored parts of Sherwood Forest can be an effective strategy. This could help the band to mitigate some of the difficulties faced by the band. This would help the band to significantly grow in size. Revenue generation will be enhanced and the resources obtained from the Sherwood Forest will be sustainably maintained. Some other alternative method of revenue generation

Study On The Environment And The Event Industry Tourism Essay

Study On The Environment And The Event Industry Tourism Essay This report will focus on the environment in which GL events is currently operating. GL events started as a small company based in Lyon in 1978 providing furniture and stands for exhibitors. Through mergers and acquisitions, they have progressively evolved to become an important player in todays exhibiting and event world with 34 venues around the world, an event and exhibition full-organising service and a portfolio of 250 trade-shows in various industries (food beverage, sport leisure, health, etc.). Influencing all trends and being influenced by all trends, the exhibition and events industry is in the centre of it all. No company can succeed without being aware of the environment it is evolving in. In the exhibition and events industry, companies need to pay particular attention to details impacting not only its industry directly but also every other sector of activity as it would soon have repercussions on future events, exhibitions, product launches, etc. For this reason, a good PESTEL analysis for the industry needs to cover a broad range of issues and analyse many trends which may not influence events yet but could soon be a threat if companies do not react and stay in the times. This report will focus on a PESTEL analysis (Political, Economic, Social, Technology, Environment, Legal) of the exhibition and events industry conclude by establishing which factors GL events should most take into account going forward as they could be potential threats or areas of opportunities in the years to come. Political: There are two main political factors influencing the industry today. One is the increasing political pressures to make regulations and policies to reduce greenhouse gas emissions. We will see in the environmental section that this trend started with consumer awareness but it is no longer just something the clients want to know more about, it has become an obligation. This has greatly impacted the transport industry, in particular airlines which found their image hit as people all around the world pointed to airplanes being a major source of pollution. This impacts the event and exhibition industry, especially at a time when various green technologies are evolving to permit meetings, conferences and even exhibitions to take place online (Long, 2009). This will be developed further in Environmental and Technology sections. The second is the increased globalisation and liberalisation of trade and deregulation (Dwyer, L and Edwards, D 2009). This is very important in terms of number of potential competitors and number of potential clients. Companies need to learn to evolve in a globalised economy, taking advantage of it by going to find new markets, possibly entering into partnerships with similar companies to widen market share and visibility. With this liberalisation of trade comes political pressure to have global higher standards of living. If you do not see your neighbours yard, you do not know that it is greener, when you break the fence, you find that it is. It is this situation that developing countries are finding themselves in today. Citizens all around the world can use internet to gain knowledge about how others are living and become envious. Because of this, countries want to attract foreign investment to boost local economies and gain wealth and higher standards of living. This creates oppo rtunities for countries not only to establish new and cheaper production lines but also to display their products in emerging markets. Last week for example, Apple launched the Iphone4 in China (AFP, 2010). Economy This last point brings us to analysing the economic trends and pressures impacting on the exhibition and events industry. Although the UNWTO 2002 forecasted world tourism to grow at a rate of 4.1% annually until 2020 (Dwyer L, Edwards D., 2009) due to rising wealth internationally, the exhibition and event industry has seen a slow in growth since 2005 but a rise in exhibition and event attendance (Biba E, 2008). This puts the industry in a rather awkward position. There are people coming to exhibitions but exhibitors have switched their approach towards events and exhibition. Indeed, especially with the recent crisis, the first expenses cut by organisations worldwide were advertising and travel. Exhibitions and events being in the centre of this, the industry was hit and forced to react. The expectations from exhibitors will be looked into more fully when we look at the social aspects of the trend but the main ideas are that companies are looking to maximise their ROI (return on investment) (Kovaleski D, 2009) and minimise the perception of frivolous spending (trips, events, etc.) (Events Managers, 2010). In order to do this, companies are squeezing suppliers to get more value for money and investigating the return on investment of their events much more closely and looking at alternatives more then they did before. Companies are not so much cutting their exhibition and event spending so much as allocating it more carefully and with conditions of an assured return (Biba E, 2007). This has changed to job of the event organiser who needs to think of more in novative ways that the company can use to introduce their product. A leaflet handout at the exhibition is no longer sufficient, people want to be amused, entertained, really involved in the product (Furness V., 2007). Because of this, the industry is moving away from major events in favour of smaller, more intimate events where companies can really interact with potential clients (Biba E, 2007). Another aspect companies are putting under the microscope is how to measure ROI generated from social networking and e-marketing. Indeed, if an event is posted on Facebook, LinkedIn, various industry blogs and online magazines this all takes resources in terms of man-hours put into promoting the event on these new channels but how can a company measure that this was efficient? How can the event planner know that the Facebook invitation attracted the client and not some Email they receive every year which pushed them to look for a Facebook event? (Terrero R, 2009). Today, there is little way of knowing exactly what path a client took and what really convinced them to attend your particular event. Social Indeed, the main goals of events and exhibitions are brand awareness, brand preference and networking. Although brand awareness can be achieved through various communication mediums (advertising online, billboards, TV, etc.), it is not the way to create brand preference. Brand preference is achieved through interaction, experience of the brand with the client (Kovaleski D, 2009) and leads to better ROI for the company. This means that exhibition halls and event organisers are not expected to provide a massive attendance so much as a good promotional space and real, targeted potential buyers (Biba E, 2007). From the buyers perspective, they want to experience and know the brand as a whole. With globalisation came increased competition and consumers now have the possibility to buy from anyone anywhere around the world. The quality and price are no longer the only issues, people and therefore companies look at the triple bottom line. Its no longer just about economics but also the socia l and environmental benefits of a product or company. Clients dont want a coupon or a price comparison when they come to a product launch, they want to feel and experience the product for themselves (Dwyer L, Edwards D., 2009 and Furness V., 2007). There needs to be a real interaction between companies and clients. Companies want to build a rapport with their clients, want to become part of their lives. This has forced exhibition halls and event managers to re-think space use and create sections that are dedicated to sitting down in a relaxing atmosphere with a drink to discuss business more casually. The bottom line is still to get the client but the approach is much friendlier then boxed up in a meeting room (Kovaleski D, 2009). This also has an impact on stand design. Exhibitors are encouraged to pay more attention to details such as carpet colour as it has been shown that if the carpet colour of the stand is different from that of the exhibition hall, it may create a barrier and deter clients from approaching (Kovaleski D, 2009). Technology With the development of various technologies, companies have the opportunity to have a virtual event run along-side of the live event. This allows them more time to prepare the client for the interaction and pursue the relationship after the event (Furness V., 2007 and Kovaleski D, 2009). This phenomenon of virtual event is not only to accompany live events, there are now events using only virtual platforms, simulating a physical event on the online world. Platforms such as Second Life are being used by companies to reach potential clients without having to create an event in one physical place. This has the advantage, if not necessarily of price reduction, but to be able to reach clients who may not be prepared to travel to meet you. You can meet them where they are all at once (Biba E, 2008). Using 3D technologies, your virtual exhibition can be as simple as visitors being able to look around at the different stands and as complex as re-creating the event in a completely online wor ld (web chatter, 2010). This is not to say that virtual events will completely replace live events because, as we have seen, people still want to interact and know who they are dealing with but it certainly does replace certain live events already (Biba E, 2007). Another important aspect of the new technologies that the exhibition and event industry should be aware of is the democratization of the internet. This means two things. First, even small firms can bring competition to the large, well-established event organizers if they have good SEO (search engine optimization) and general web-marketing skills as they have equal visibility (Dwyer L, Edwards D., 2009). Second, through UGC (user generated content) anyone can post their feedback about their experience with a certain organizer and make it available to the world (Papathanassis A, Buhalis D, 2007). This is good news for companies who have good relations with their clients and suppliers but will be difficult for companies who were focusing on one-shot clients and therefore not paying much attention to details. The final aspect of technology refers to the traditional definition of technology, ie: the application of scientific knowledge for practical purposes, especially in industry (Oxford Compact dictionary). Here we are referring to how to build ecologically friendly stands? What technologies can we use to handle the new products that now need to be used in order to create a green stand? Environmental We are now obviously diverging to the environmental issues around the exhibition and event industry. Indeed, it is becoming increasingly important for companies to be perceived as environmentally aware (Biba E, 2008). This presents a good opportunity in term of cost reductions as decisions such as travelling less can be explained as an environmentally gesture rather then cost-cutting in a bad economy (Events Managers, 2010). However, it presents a challenge for events and exhibition companies who now need to develop green stands made with ecologically friendly materials and production techniques and purchased from local suppliers to avoid pollution from transport (Biba E, 2008). Another aspect the exhibition and event industry will need to look at closely is the impact that global warming will have on their choice of venue and the viability of these choices with respect to client attendance and attractiveness (Dwyer L, Edwards D., 2009). Indeed, sunny destinations which are very pleasant to hold events at may be changed for the worse in the next 30-50 years while new destinations will establish themselves as more favourable climate-wise. Legal The final point we will view is the legal aspects that the industry needs to pay attention to. The policies regarding the reduction of greenhouse gas emissions and the liberalisation of trade have lead way to many legal documents and laws by countries around the world which need to be followed by event and exhibition organisers and by venues to make sure they are acting within the limits and scope of the law. However, an important legal issue is the terms and conditions put forward by events and exhibition planners and venues. First, with regards to particular cancellation fees, they need to protect themselves without being outrageously unfair to the potential client which is looking at cancellation fees and possibilities more closely since the crisis. Second, with respect to the inflexibility of minimum numbers, if venues hope to attract client, they need to consider the advantage of having one definite client with a contract who may not bring exactly 1000 participants versus one potential client who is still shopping around and may never sign (Event Manager, 2010). From this PESTEL analysis, we can draw several conclusions for GL events next step. First, it is clear that the new technologies, though they will not fully replace live events, are certainly complementing them and they are here to stay. GL events could take advantage of this by creating a network with all its venues. When one event is organised in Nice for example, they could offer the possibility of extending it via 3D conferencing tools to other of their venues around the world. This would increase the potential number of attendees who would not have to sit in front of a computer to enjoy the virtual event but would benefit also from meeting with others who are also in their geographical areas and enjoying the event virtually. People in China could enjoy the conference of the event taking place in Nice and have the opportunity to network with other people afterwards via video-conferencing and face-to-face with people who were also unable to attend the meeting. A second opportunity GL events could take advantage of is the growing importance of the perception of being environmentally friendly which pushes companies to invest in Green stands. Through their event organising service, GL events should try to develop the competencies to offer this possibility to their clients, if possible at a similar cost, to make sure they are in keeping (and even a little ahead) of their times. In these fast changing times, the opportunities are still up for grabs but will soon become threats if venues and organisers do not react quickly.