Samsung Electronics Marketing Essay Example for Free

Samsung Electronics Marketing Essay SAMSUNG MOBILE Samsung Electronics (Mobile Division) operates in one of the most competitive markets of the world. According to the US Federal Communication Commission 67 new Smartphone devices are introduced every year. Samsung traditionally had a conservative image that focused on low-price products for the lower end of the market. With low prices it was able to compete in the lower-market whereas in the upper market it had lesser penetration. To penetrate the upper-market Samsung had to give up their lower-market position and focus on innovation and perceiving a higher brand value. SEGMENTATION GEOGRAPHIC It has Samsung Guru Segment for rural areas as well as Galaxy segment for urban areas. Samsung is one of the largest manufacturers of mobile phones and it shares the highest cell phone customers with Nokia in India. It has something for everyone. Urban: Targeting urban youth with many handsets. Built in mobile features like 3G, wifi, GPS different operating systems. Price range RS 1000 and above. Rural: It has a better brand image in rural market. Samsung recently tied up with the Indian Farmers Fertilizer Cooperative. (IFFCO0 for rural telephony. Special applications for rural market. Hinglish Messaging. Price range 1000-5000 DEMOGRAPHIC Age: 15-21 21-35 35-60 60 and above Price Rs 1000-10000 1000-20000 1000-35000 1000-10000 53 Handsets 68 Handsets 72 Handsets 53 Handsets Family Size: 1-2, 3-4, 5+ members Gender: Males All categories except Samsung Pink Phones. Females Specially designed Samsung Pink Phones e.g Samsung B3310 pink, F48o Tocco pink, J700 pink, U900 Soul pink, L770 pink, U600 pink, G600 pink and F480 Tocco. Social class: Middle class (Youth), Upper class (businessman) Lower class (workers) PSYCHOGRAPHIC Samsung came with some so fancy mobile phones specially for girls and cheaper touch screen stylish phones so that everyone can enjoy touch screen The rate of normal mobiles. Samsung has its range of mobile phones start from 1200to 32,000+. Value offers various operating systems like Android, Windows Mobile for customers to choose for. -excellent after sales service having service centers in all over India. functions rich phones atlow price, e.g Samsung GT- 3213 -Samsung App store Conscious Samsung has good mouth publicity High Techno Savvy Samsung provides latest technologies for it’s high techno savvy customers. Low techno Savvy Samsung provides various mobiles for low techno savvy customers like essential phones. BEHAVIORAL HOW LOYAL?: Good brand image form other electronic products. Value for Money Product Many service centers across India. SOCIO-ECONOMIC Low Income Middle Income Higher Income Price 1000 – 5000 Price 5000 – 15000 Price 15000 – 35000 35 Products 48 Products 11 Products TARGETING After segmenting the market based on the different groups and classes, the targets need to be chosen. Samsung mobiles have the following target customers: Trendy young people. Professionals. Large businesses. The common cellular phone users. Organizations such as: services to public safety, the government, and both utility and manufacturing enterprises. Institutional sales for colleges. Target is not only number driven but also about acquiring and retaining customers. POSITIONING Positioning is about the customer perception about the brand as being different from the other brands on specific dimension including product attributes. The strategies adopted by Samsung to position itself in the  Mobile Phone market are as follows: It focuses more on the real margin which comes from mid-to-high-end segments Samsung Concept Store Market making category creation in small towns Wider Care Network Access to Samsung care line Pioneering in the 3G segment of mobile phones. Branded itself as a synonym for quality. Created a Unique Brand Image for itself as a high end value driven brand.

Effect of Technology on the Workplace

Effect of Technology on the Workplace Introduction: â€Å"Technology is a useful servant but a dangerous master† (Christian Lous Lange). The quote suggests that the way people perceive and adopt technology determines whether the result is an upgrading or de-skilling as an effect on their performance and expertise. The essay outline will comprise and cover : a definition of ‘technology and the concepts of technological determinism and organizational choice; an underline of the relationship between technology and organization; a specification of different challenges and inter organizational issues upon the introduction of new technologies that have impact on the skills and qualities of people. Finally, The example case study of Zeta- one of the top fifty software companies in The United States, will support the assumption that new technologies do not inevitably lead to de-skilling when they are understood, controlled and implemented carefully and professionally. Discussing technology in the context of contemporary society can be an ambiguous issue. The way that people understand this concept is as diverse as is the unique human personality. Instead of putting new technology in the frames of global computer networks, intelligent machines or â€Å"flying cars†, it is more reasonable to look at technology at an organizational level, as an irrefutable part of organizations structure, managerial decision making, employees performance and skills, and the overall welfare of each company. Therefore it will be useful first to introduce the concept of technology and to examine what changes and evolution it has undergone in the last centuries. While some people merely associate technology with its everyday practical meaning, a more comprehensive view will be to look beyond the notion of the simple usage and exploitation of technology and to focus on extent of interaction and mutual relationship between technology and organization (Corbett, M. and Scarbrough, H., 1992). At this point a distinction needs to be made between two concepts: technological determinism and organizational choice. As K. Grint and S. Woolgar suggest â€Å"technological determinism portrays technology as an exogenous and autonomous development which coerces and determines social and economic organizations and relationships† (Grint, K. and Woolgar, S., 1997:11). While this theory clearly signifies the impact of technology upon organizations and individuals in way that it encages people to transform and shape their skills accordingly to the technology, the concept of organizational choice highlights that â€Å"Technology has no impact on people o r performance in an organization independent of the purposes of those who would use it, and the responses of those who have to work with it†( Buchanan and Huczynski 1985:222, cited by Corbett and Scarbrough 1992:5). Referring these concepts to the theories and practices of Henry Ford where technology as well as workers were tools for maximizing profit and comparing it with nowadays organizations where individuals rights and qualities are of main concern, a pattern of development of technologys role in the organization can be observed. Looking at different interpretations of new technology, it will be helpful to understand the relationship between technology and organization, the problems and setbacks that may occur during its implementation and the employees and managers adaptation and behavior towards such issues. Turning back to the 40s of 20th century, the time when Henry Ford introduced the assembly line into his company, is one of the most relevant examples to examine the impact that this new technology had on the skills , productivity and efficiency of the workers. Although at first the implication of the assembly line was conceived as a beneficial, efficient and innovative tool, rising the profitability of the company rapidly, the myth was soon crushed by decreasing enthusiasm, low skilled labor force , high turnover and lack of interest and motivation- the worst scenario for an organization. This was the inevitable result of a profit driven management and wrong process of technology introduction, encircled in using power, force and alienation and trying to increase morale by offering higher wages. New technology incited â€Å"counter-productive effects on employees†, â€Å"deskilling and degradation of jobs† and feeling of human beings â€Å"controlled by the technologyâ €  (Grint,k. and Woolgar,S. 1997:120,121). However, these results were not simply implied by technology itself but by the lack of any managerial methods and changes towards the obvious deterioration of employees and thus companys development, which lead to the tight relationship between organizations and technology. Since the time of Ford a lot has changed, going through Post-Fordism methods which are concentrated â€Å"to increase the skill levels and flexibility and to provide teamwork structures† (Grint,k. and Woolgar,S. 1997:122) and reaching nowadays organizations, where management is highly concerned with providing cooperative and inspiring atmoshpere and flexible, knowlegeable employees who can easily adopt to the new technology changes and challenges.As Autor, Kratz and Krueger (1998) indicate, the introduction of computers in the 1970s has lead to a stable increase in the demand for educated workers and has â€Å"upgraded faster the skills of the workforce† (cited by Helpman and Rangel, 1999: 361). The following part will discuss the skill, knowledge and identity of technology users, the introduction of technology and the managerial and workers perceptions of it, and the problems that can occur in organizations and how they can be overcome. First, it will be useful to define ‘skill and its role in the implementing of technology and managerial decision making. According to Steven Wood, there is a need to distinguish between the different â€Å"types of skills particularly what might be called tacit skills exercised by people even in those jobs which are labeled unskilled and/or ostensibly routine in nature† (Wood, S., Acta Sociologica 1987:7). When talking about tacit knowledge, it is connected to individual experience and qualities which can be slightly different from the skills that are required in a particular working environment for the fact that people have different way of reacting to stressful situations or implementation of new and complicated technology or any kind of innovation. In this context we can outline the different physical and mental discomforts like anxiety, sleeplessness, pressure and alienation that may result from the introduction of new technology as Turnage (1990) suggests. Therefo re, when an issue like this occurs, managers should stress their actions on looking on the individuals level of qualities and characteristics in order to support the adaptation and productive change of the worker. As Burkhardt and Brass suggest â€Å"a change by individuals results in a change in the entire system†(1990: 105). When talking about human involvement with technology in an organizational environment some aspects of social interaction must be observed, like power, meaning and norms. Although a lot has changed since the time of Henry Ford, there are still sectors of the market like the retail sector or the banks where there is a have strict hierarchy and pressure due to the excessive control and power of the management may cause the implementation process to enflame strains and conflicts among the employees. Such results may also be a consequence of the conflict of interests between the employer and the workers as they have different perceptions of technology. While the employer is concerned with the efficiency of the new technology, the employee is concerned with issues like the technical skills and knowledge that must be obtained, the responsibility and implications of the technological change(Corbett Scarbrough,1992). Although users have the capacity to control the interaction with technology and the flexibility to attribute in the relationship between technology and organization ,their level of interpretation is constrained by institutional contexts, economic conditions and government regulations which act as norms in the organizational environment(Orlikowski,1991). Both creative human action and manipulation over the technology and the non-direct factors mentioned above, can have an impact on the skills and expertise of the personnel and therefore it is crucial to maintain the right shaping of the technology process in order to develop a working environment consisting of respect, creativity and prosperity. Such atmosphere can be created only by adequate intervention of the managers. Although â€Å"managers are usually presumed to influence the extent to which the innovation is adapted and used by their subordinates† (Leonard-BartonDeschamps,1988:1252), it is suggested that the influence of the managers is not always perceived equally by all employees. This is a result of the different level of knowledge and skills possessed by the workers and the personal characteristics and individual features discussed above. Therefore, a very detailed knowledge of the skills and qualities of the employees as long as a productive cooperative environment needs to be included in the implementation process of new technologies. Instead of using hierarchical means of power and control, the â€Å"managerial attention should first focus on providing and advertising an adequate infrastructure supporting the innovation and then turn attention to directly motivating the later adopters† (Leonard-B artonDeschamps,1988:1262). Here, it can be highlighted the meaning of the theory of organizational choice as â€Å"It is only through human action that technology qua technology can be understood† (Orlikowski,1992:409). The following example will once more underline the assumption that implementation of new technologies does not inevitably lead to deskilling if the organization understands technology-organization relationship and acts reasonably and accurately to the problems that may occur. Zeta is a software company, operating on the territory of the United states and is one of the top 50 software companies in the country with around 1000employees and 100million US dollars in revenues. In 1992 the company decided to buy and adopt a new software which would support the faster and more convenient processing of information. The study, made in the company for a period of 2 years, tracked the introduction process of this new technology and the changes that occurred within the organization. The final conclusion of the study was that â€Å"department had built on its successful implementation of groupware in interesting ways, and over the past two years had enacted significant organizational changes in a number of areas: nature and distribution of work, form of collaboration, utilization and dissemination of knowledge, and coordination with internal and external units† ( Orlikowski, 1995:1). However, the process of implementation did not happened without any setbacks. Let us look at some consequences of the introduction of the new technology on the employees skills and on the working environment as a whole. The study suggested that there were not only technical problems that physically slowed down the working process but also an atmosphere of tension, low motivation, low efficiency and tiredness among the working team due to this technical problems. Despite the logical conclusion that the implementation of this technology lead to general deskilling in the organization, the mangers succeeded to prove otherwise. For a very short period of time, the managerial strategy experienced significant changes in the sphere of: process and performance monitoring, cooperative culture, professional identity and autonomy, collaboration and team-work. These changes were a result of interviews, meetings and courses that were regularly appointed in which employees strengthened their team spirit as well as their individual qualities and knowledge (Orlikowski,1995). The de-skilling effect noticed in the beginning was rapidly overcome due to the adequate decisions made by the managers and the necessary attention paid to the problems in order for rational actions to be undertaken. In the case of Zeta Corporation , the introduction of new technology was implemented through the prism of organizational choice, with significant understanding of the power, meaning and norms in the organization-technology relationship, managerial support and decision-making and expertise over employees skills , needs and development. Conclusion: Introduction of new technologies has been an ambiguous issue, since â€Å" its multifaceted nature makes control extremely difficult to achieve† (Corbett Scarbrough, 1992:89). Having discussed the main features of technology-organization relationship, the setbacks and possible difficulties it may induce into the managerial and working environment , this essay suggests that the implementation of new technologies does not inevitably lead to de-skilling if understood and controlled adequately. The case of Zeta Corporation supports the argument that the above mentioned challenges should be considered as a positive, skill-upgrading and beneficial tool which would improve peoples knowledge and expertise. After all,† Technology should be an important ingredient. It may be and should be a tool for social development† (Alexander Kwasniewski). Bibliography: Scarbrough,H. Corbett,J.M. (1992) Technology and organization Grint,K. Woolgar,S. (1997) The Machine at Work: Technology, Work and Organization Orlikowski, W. (1995) Evolving with Notes: Organizational Change around Groupware Technology, available online : ftp://ftp.unibocconi.it/pub/corsi/strut738/progetti/IT/evolv.htm Leonard-Barton,D. Deschamps,I. (1988) Management Science, 34 (10) p.1252-1265; Available from: JSTOR, http://www.jstor.org/stable/2632162 Orlikowski, W. (1992) The Duality of Technology: Rethinking the Concept of Technology in Organizations, Organizational Science, 3 (3) p. 398-427 Available from : JSTOR, http://www.jstor.org/stable/2635280 Wood,S. (1987) The Deskilling Debate, New technology and Work Organization, Acta Sociologica, 30 (3) p.3-24 ; Available from: http://asj.sagepub.com/cgi/content/abstract/30/1/3 Helpman,E. Rangel,A. (1999) Adjustment to a New technology: Experience and Training, Journal of Economic Growth, 4: 359-383 Turnage, J. (1990) The Challenge of New Workplace Technology for Psychology, American Psychologist, 45(2), 171-178 Burkhardt,M. Brass,D. (1990) Changing Patterns or Patterns-o f Change: The Effects of a Change in Technology on Social Network Structure and Power, Administrative Science Quarterly,35, p.104-127

Free Essays - The Importance of Honesty in The Catcher in the Rye :: Catcher Rye Essays

The Importance of Honesty in The Catcher in the Rye "`I'm just going through a phase right now. Everybody goes through phases and all, don't they?'"( pg. 15) In The Catcher in the Rye, by J.D. Salinger, Holden Caulfield is a sixteen year-old who is disgusted at all the phony people in the world. For example where artists sacrifice their art for fame and mothers cry fake tears in movies. The importance of not being phony and being honest is the theme that Salinger presents in this story. Holden had difficulty fitting in at school and around the real world. Holden had a tough time fitting in at his schools because he thought of almost everyone as phonies. "`It's full of phonies, and all you do is study so that you can learn enough to be smart enough to be able to buy a goddam Cadillac some day, and you have to keep making believe you give a damn if the football team loses, and all you do is talk about girls and liquor and sex all day, and everybody sticks together in these dirty little goddam cliques' (pg. 131)." He seems to have a history of expulsion and failure at various schools because of his lack of ability to cope with others. Ordinary problems of his had turned into major conflicts with other students. "I hate fist fights. I don't mind getting hit so much - although I'm not crazy about it, naturally - but what scares me most in a fist fight is the guy's face. I can't stand looking at the other guy's face, is my trouble. It wouldn't be so bad if you could both be blindfolded or something. It's a funny kind of yellowne ss, when you come to think of it, but it's yellowness, all right. I'm not kidding myself. (pg. 90)" Holden got into a fight with his roommate at school because he was going out with his ex-girlfriend. He's afraid that the guy is taking her from him, even though he's not with her anymore. These are problems that are normal, but Holden has trouble dealing with them. Holden's problems in the real world were too much for him, he had to make up things to make himself seem better than what he was.

International Monetary Fund :: essays research papers

-International Monetary Fund-Addressing Fundamental Economic Goals On an International Level   Ã‚  Ã‚  Ã‚  Ã‚  The International Monetary Fund is an important function that makes world trade less strenuous. The International Monetary Fund, or IMF as it is called, provides support and supervision to nations in all stages of economic progress. International trade is a key element to enable nations, large and small, to strengthen their economic positions. Larger nations need the international market to export their goods and services, and smaller nations also need this world scale market to import products so they are able to produce more efficiently. In order to achieve these goals, one major component must be in place. The ability to value other nation's currency. Throughout the years, many different ways have been used to do this, mostly ending in failure. There is no perfect way to accurately measure the true value of another country's currency. The International Monetary Fund is an effort to see each country's economic position, offer suggestions, and provide the fundame ntal economic security that is essential to a thriving (world) economy. Many of the domestic economic goals are reiterated by the INF on an international level.   Ã‚  Ã‚  Ã‚  Ã‚  To understand the current INF we will investigate the events leading up to its existence. Between 1879 and 1934 major nations used a method of international exchange known as the Gold Standard. The Gold Standard was simply a fixed-rate system. The rate was fixed to gold. In order for this system to function properly three things had to happen. First, each nation had to define its currency to gold (this definition then could not change). Second, each nation must than maintain a fixed relationship to its supply of money and its amount of actual gold. Third, the on-hand gold must be allowed to be exchanged freely between any nations throughout the world. With all of those policies successfully in place, the exchange rates of the participating countries would then be fixed to gold, therefore to each other. To successfully maintain this relationship some adjustments had to be made from time to time. For example, two countries A and B are doing international business to gether and A buys more of B's products than B buys of A's. Now B doesn't have enough of A's currency to pay for the excess products purchased. B now has what's called a balance of payment deficit. In order to correct for this deficit the following must occur; Actual gold must now be transferred to A from B.

Mt. Ashland Ski Area Expansion Essay -- Environmental Issues

It’s a sunny October afternoon and I’m listening to the breeze gently rustle the tree tops above me. I look down into the creek as I sit here munching on some cashews, and I see trout gliding effortlessly through the crystal-clear water. I revel in how incredibly lush the area is†¦although it’s been a dry summer the ground is still moist, plants are bright and colorful, and wildlife is abound. After I finish my snack and tuck my trash away into my backpack, I continue my hike up this parcel of land that may soon become barren with towers of steel and wire draping the landscape†¦that’s if the Mt. Ashland Association (MAA), a non-profit organization that operates the Mt. Ashland ski area, gets their way. The MAA is looking to start a planned expansion of the area in late 2012. They plan to clear cut 70+ acres of old growth to pave way for more advanced slopes and a sparkly-new lodge. According to the Environmental Protection Agency (EPA), ski area expansions are the most ecological damaging task that an area can undertake. In a plan revision for the White River National Forest in Colorado, regarding the Copper Mountain Ski Resort expansion, the EPA hammers that point home when they say that â€Å"†¦no other land management prescription on the Forest directly results in more stream-water depletion, wetland impacts, air pollution, permanent vegetation change, or permanent habitat loss†¦ more wetland impacts and stream depletions resulted from ski area expansion and improvement than from all other Forest management activities combined, including many direct and indirect impacts that are permanent (irreversible and irretrievable).† Meanwhile, skier numbers nationally have only increased just two percent since 1978 says, (source). Whic... ...'D' On Environmental Scorecard." Ashland Daily Tidings [Ashland, OR], 26 Nov. 2008, n. pag. Web. 23 Feb. 2012. "Saving the Pacific Fisher." Center for Biological Diversity. Center for Biological Diversity., n.d. Web. 24 Feb. 2012. United States. Dept. of Agriculture. Tenmile Recreation Path Environmental Assessment. [Summit County, Colorado.:] U.S. Forest Service, Dillion Ranger District [2011] Web. 24 Feb. 2012. Wright, Bruce. "A Question of Balance." Ashland Resource Center [Ashland, OR], 7 Sept. 2011, n. pag. Web. 24 Feb. 2012.

Ethical Issues Essay

Different people have different understandings of what constitutes ethical behavior. There are laws that help define what is legal and what is not, but the differences between moral ethics are not always clear. These types of moral ethics often lead to ethical dilemmas. According to Trevino & Nelson (2007), â€Å"it might surprise many people to learn that there were few laws protecting consumers before the 1960s. At the turn of the last century, consumers didn’t even have the right to sue a manufacturer for defective equipment. † (p. 17) No matter what type of business is run, there are ethical and moral dilemmas attached and in some cases, legal issues arise from unethical-based decisions. Berry`s Bug Blasters is no exception to the rule. Berry`s Bug Blasters is a local company that terminates any type of pest including, armadillos, rodents, and bees. The friendly workers at Berry`s work with their clients to design a customized pest control plan. Berry`s mission statement states that they will use the safest methods for your family, home, and environment. One of the top ethical issues among pest control companies surrounds the controversy of the types of chemicals that are used while executing the termination of pests. Most of the pest control companies are known to use toxic, synthetic, and chemically-based pesticides. These types of pesticides have been known to be the most effective in the extermination of pests. However, they are not safe for people or the environment. The most common chemical used in pest control is Diazinon. Diazinon is used for household pests inside the home, or outside on the lawn. It kills a variety of insects and is classified as an acute and chronic health hazard. Diazinon is very toxic to wildlife and can be fatal if ingested. Recently, EcoSMART pest control was created. The scientists wanted to find a pesticide that will not harm a family. The scientists had a challenge on their hands. They had to discover natural ingredients that: â€Å"effectively kill pests, could be used around the home, family, and pets, and leave no toxic residue or run-off† (Meehan, 2010). The scientists found a way of creating the organic pesticide by using â€Å"essential oils that trees and plants use in nature as insect defense. They found all-natural plant oils which target the octopamine receptors in insects† (Meehan, 2010). The management of Berry`s Bug Blasters faced the ethical decision each time that they make a service call. Should they use chemicals that they know are not good for the environment and could potentially cause an individual a lot of health issues, or should they research and use a much safer chemical that may not be as effective as other pesticides. Other benefits of choosing Berry`s Bug Blasters is they are offering a monthly special to all customers for the first month and offer monthly extermination plans. There are ways to make sure that decisions that are made within a business are ethical. A business-person may ask him or herself how they would feel if his or her actions were publicized throughout the community. If the individual would not mind his or her family, friends, and community learning about the actions, then the decision is most likely ethical. However, if the individual did feel bad about others known the actions, the decision is probably unethical and should be reconsidered. The employees and management of Berry`s Bug Blasters will do whatever is in their power to protect a family as well as the environment. Although new ‘green’ pesticides may not seem as effective as older ones, more laws are coming out that prevent pest control companies in using anything toxic in order to protect the community. Berry`s Bug Blasters will face this ethical dilemma constantly as clients insist on using a chemical that will rid the pests once and for all without a doubt rather than take a risk with something not as strong.

Toxic Leadership

Scholar Paper â€Å"Toxic Leadership† Rosella D. Scott Student # 110179 I. Introduction Webster dictionary defines â€Å"toxic† as containing or being poisonous material especially when capable of causing death or serious debilitation, exhibiting symptoms of infection or toxicities or extremely harsh, malicious, or harmful. Leadership† ,by definition is when an organizational role involves (1) establishing a clear vision, (2) sharing (communicating) that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that idea, and (4) coordinating and balancing the conflicting interests of all members or stakeholders. With that being said, the phase Toxic Leadership as a concept was coined by Marcia Lynn Whicker, in her book: â€Å"Toxic Leaders: When Organizations go bad† which is all about the abuse of power and its destructiveness. In this paper, we will explore the special characteristics of toxic leaders, the different styles and the Who, What and Why toxic leaders exists in an organization. II. Special Characteristics of Toxic Leaders When thinking of toxic leaders, we often look at certain traits or attributes where the leader is always rude too and screaming at their subordinates in order to get the job; this is one feature of toxic leaders. The leader can be know to always lie to their followers in order to make themselves look good or even intimidate their subordinates so that they’re feared. There may be hundreds of other characteristics that toxic leaders possess, what we will take a look is a few characteristics that are outlined in Marcia Lynn Whicker book: â€Å"Toxic Leaders: When Organizations Go Bad† [New York: Doubleday, 1996. ]: MALADJUSTED Leaders who are viewed as maladjusted are often behaving awkwardly in social settings; they’re unable to cope with everyday social situations and personal relationships. These so called leaders are maladjusted to their environment, their position, their business, and certainly to their supporters. MALCONTENT A leader that has a characteristic of being malcontent, they’re never satisfied with anything. They often look at past failures to find reasons to complain about something. My guess is that they may have a restless desire to strive for something that they do not have. MALEVOLENT Malevolent is defined as having, showing, or arising from intense often vicious ill will, spite, or hatred. Malevolence in leadership is the constant, severe hatred for others that these leaders have in order to counter their own insecurities. They often wish for the downfall of others and then often celebrate due to an individual’s misfortune. MALICIOUS Maliciousness is when a person has the intent of cause severe damage or harm to others. Leaders that have malicious intents are often looking for ways to deceive their followers in order to get the job done. Usually the ideology may seem link it has good intentions, but in reality it causes disruption and confusion amongst its followers. III. Different types of Toxic Leaders Style At first glance toxic leadership indicates an intimidating person that bullies others, but in reality a toxic leadership can be present in a meeker category or in a multitude of types between these extremes. The nature and degree of harm that results helps to characterize the toxic leader type. In â€Å"Bad Leadership: What It Is, How It Happens, Why It Matters,† Barbara Kellerman (2004) suggests that toxicity in leadership may be analyzed into seven different types: THE INCOMPETENT LEADER In order to effectively lead your subordinates; one must be a leader that has the competent I making it happen. Competent is about having the requisite (the necessary ability), qualities, knowledge or skill to do something successful. An Incompetent leader is an individual that may be good at delegating to the one’s (followers), who may be the subject matter expert, in getting goals accomplished. However, a leader must know his or job as well as the subordinates. It’s good to be book smart or being able to talk-the-talk, but they must also be able to walk-the-walk. The leader and at least some followers lack the will or skill (or both) to sustain effective action. With regard to at least one leadership challenge, they do not create positive change. Usually these leaders lack practical, academic or emotional intelligence. These leaders also are often careless, dense, distracted, slothful or sloppy or they are easily undone by uncertainty and stress, unable effectively to communicate or educate. THE RIGID LEADER The rigid leader is â€Å"stiff and unyielding† and is â€Å"unable or unwilling to adapt to new ideas, new information, or changing times. † This type of leader doesn’t adapt to change well. They are often view as â€Å"The Dinosaur†. They like the ways of the old but will often become extinct if unable to surround themselves around those who has the same thought process. Usually these type of leaders have the knowledge and the ability (competent) in getting the job done but their followers will become stagnate because they know how to perform the new way of business, but the â€Å"rigid† leader will continue to have them in the prehistoric era thus cost a decline in their overall productivity. THE INTEMPERATE LEADER The Intemperate is one who lacks self-control and is aided and abetted by followers who are unwilling or unable to effectively. It is said that we have a lot of these types of leaders. Point in case, The Rev. Jesses Jackson, who a few years ago was found to had a child with another women while he was married as well as a respected figure of this nation. This type of leader is similar to former President Bill Clinton with his extra marital affair while married and holding the highest office in the United States. Though people found these actions a surprise, but still follow these individuals. THE CALLOUS LEADER The callous leader is â€Å"uncaring or unkind†; ignored or discounted are the needs, wants, and wished of most members of the group or organization, especially subordinates. They have no desire to be concerned about the health or wealth of their followers; the callous leader has no compassion towards his or her followers. Their precedence usually does not align with their employees’ best interest. THE CORRUPT LEADER The corrupt leader is one who is motivated by power and greed. They and at least some followers lie, cheat, or steal. They put self-interest ahead of the public interest to a degree that exceeds the norm. These leaders are often not trusted, thus cause an organization to not fully develop. THE INSULAR LEADER While those in the inner circle of the insular leader may not suffer directly from his actions, there is a cost to others. The insular leader separates himself and his organization from everyone else and then utterly disregards the health and welfare of those not in his organization. To the insular leader, â€Å"human rights in general are less important than the rights, and even the needs and wants† of his or his followers. It might otherwise be commendable that the insular leader feels so strongly and will go to such lengths for his followers, but the cost is high to those outside of his following. Insular leadership may be observed primarily in the political arena where national boundaries are apparent and leader may have a tendency to protect their own constituents above all else. THE EVIL LEADER This â€Å"leader and at least some followers commit atrocities. They use pain as an instrument of power. † The evil leader must have loyal followers to remain in a position of authority. The evil leader uses pain as a way to obtain power; causing severe harm to others is central to this leader. IV. WHY DOES TOXIC LEADERSHIP HAPPEN? When we take a look the different examples of toxic leadership styles, we all can take a mental note that we’ve encountered someone that fits into this category. Needless to say, with the exception of the incompetent leader, history would show that these forms of leaders have had some form of short to long term success; being a leader is all about influencing people to get results for the good of the cause in most situations. In all aspect of live itself, we all are generally competitive. We compete to be number on. Whether it’s running for a political position, working hard to move up the â€Å"corporate ladder†, making good grades to be valedictorian in school, making money and the list can go on and on. The same concept applies to anyone that is in a leadership/management position, they strive to be forever number one; especially at the cost of others. I once had a leader tell that â€Å"you must step on the shoulders of others in order for you to move ahead. † What he said is basically true, now how you go about doing it is a different ball game. You can either do in a transformational style of leadership or transactional style of leadership. If we take a look at Eron situation, Bernie Madoff, Adoff Hitler and Muammar Gaddafi to just name a few would be considered Toxic leadership/leaders. If anyone was to do a thorough investigation of their background, you would notice that they were able to deceive others with their form of motivation in order to achieve their true intentions which were socially, morally and organizationally unacceptable. V. WHY IS TOXIC LEADERSHIP TOLERATED? It is my belief that toxic leadership is tolerated in the working environment due to the fact that it has become â€Å"norm. † This does not mean that anyone wants to be in a toxic leadership environment, it’s that we have learned to deal with or in most cases overcome it. At the follower and leader relationship, some people, in most cases are in fear of standing up against a toxic leader. They really don’t fear of what type of reprisal that would come from that leader, it is the fear of standing alone or being label as the â€Å"whinner† of the organization; this is just my assumption. From my experience, I’ve seen and known of situations where a leader was brutally toxic to its employees and nothing happened until this individual did something that would put their superiors in a negative spotlight. Usually with the leader and the leader’s superior relationship, if the leader is toxic but their subordinate’s productivity increased because of their toxic nature, the leaders superior would look away (sweep under the rug) because it’s making them look good in the eye’s of their superiors or society. Though this situation would seem both morally and ethically wrong, these are dilemmas that happen in an organization throughout the world. In most cases these norms has become a part of the business culture. VI. POSITIVE LEADERSHIP VERSES TOXIC LEADERSHIP? Can toxic leadership be cured? I would ask this question with a yes if superiors and senior leaders take decisive action(s), perhaps they can diminish the negative effects of toxic leadership. The decisive action on the part of the superiors is positive leadership itself. Leading, mentoring, coaching, training and educating in an accountable, honest, non-toxic manner may be the best way to eliminate toxic leadership within an organization; toxic leadership should not be rewarded. With that being said, positive leadership certainly exists in an organization, but it is difficult for it to have a positive impact on toxic leadership due to lack of knowledge and understanding. If an organization management system is not aware, the leadership is not either. Therefore, further research and then education is the first necessary step for positive leadership to have a dynamic impact. VII. CONCLUSION Toxic leadership exists in organizations throughout the world, and seems to be tolerated. It is doubtful that toxic leadership can be reduced; better detection and further study on the part of the more senior leadership within an organization could very well reduce its dysfunctional effects. In this paper, we have discussed that there are several personal characteristics and types of toxic leaders. Most if not all of them can be found in an organization to varying degrees. Detection in the early part of a leader’s career is a good first step toward decreasing the possibility of continuing or worsening toxic behavior. This acknowledgment and detection is critical and can only be achieved through further study and teaching of superiors as to the need to recognize it and take immediate action to disband it. Jean Lipman-Blumen, Allure of Toxic Leaders: Why We Follow Destructive Bosses nd Corrupt Politicians – and How We Can Survive Them (New York, NY: Oxford University Press, September 2004) Marcia Lynn Whicker, Toxic Leaders (Westport, CT: Quorum Books, 1996) Gary L. McIntosh and Samuel D. Rima, Overcoming the Dark Side of Leadership: The Paradox of Personal Dysfunction (Grand Rapids, MI: Baker Books, November 1997) Barbara Kellerman, Bad Leadership: What It Is, How It Happens, Why It Matters (loc: Harvard Business School Publishing, September 2004) Bullis, Craig and Geroge Reed. Assessing Leaders to Establish and Maintain Positive Command Climate,† A Report to the Secretary of the Army, February 2003. Kellerman, Barbara. Bad Leadership: What It Is How It Happens, Why It Matters? Loc:Harvard Business School Publishing, September 2004. Lipman-Blumen, Jean. Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians – and How We Can Survive Them. New York, NY: Oxford University Press, September 2004. McIntosh, Gary L. and Samuel D. Rima. Overcoming the Dark Side of Leadership: The Paradox of Personal Dysfunction. Grand Rapids, MI: Baker Books, November 1997. Viney, John. Drive: A Dissection of Leadership in Business and Beyond. New York, NY: Bloomsbury Publishing Plc, April 1999 Whicker, Marcia Lynn. Toxic Leaders. Westport, CT: Quorum Books, 1996†³maladjusted. † The Oxford Pocket Dictionary of Current English. 2006. Encyclopedia. com. (January 17, 2011). http://www. encyclopedia. com/doc/1O999-maladjusted. html â€Å"maladjusted. † The Oxford Pocket Dictionary of Current English. 2006. Retrieved January 17, 2011 from Encyclopedia. com: http://www. encyclopedia. com/doc/1O999-maladjusted. html Toxic Leadership Most often throughout the military negative leadership occurs within organization regardless of ranks and unit structure. The most common negative leadership that is displayed amongst leaders is toxic leadership. Army leaders accept the responsibility to develop and lead others to achieve results. A recent survey done by the United States Army confirms what most knowledgeable and professional NCOs already know – toxic leadership destroys units’ morale and leads to highly qualified Soldiers leaving the Army. A survey of more than 22,630 Soldiers from the rank of E-5 through O-6 and Army civilians showed that roughly one in five sees his or her superior as â€Å"toxic and unethical,† while only 27 percent believe that their organization allows the frank and free flow of ideas. The questions at hand is â€Å"What does Toxic Leadership really mean? † Webster Dictionary defines â€Å"toxic† as containing or being poisonous material especially when capable of causing death or serious debilitation, exhibiting symptoms of infection or toxicities or extremely harsh, malicious, or harmful. Leadership†, by definition is when an organizational role involves (1) establishing a clear vision, (2) sharing (communicating) that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that idea, and (4) coordinating and balancing the conflicting interests of all members or stakeholders. With that being said, the phas e Toxic Leadership as a concept was coined by Marcia Lynn Whicker, in her book: â€Å"Toxic Leaders: When Organizations go bad† which is all about the abuse of power and its destructiveness. The United States Army defines â€Å"toxic leadership† as a combination of self centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance. This leader lacks concern for others and the climate of the organization, which leads to short – and long negative effects. The toxic leader operates with an inflated sense of self-worth and from acute self-interest. Toxic leaders consistently use dysfunctional behaviors to deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves. If there is unresolved prolonged use of this negative leadership it may lead to influencing followers and undermines their will, initiative, and potentially destroys the unit morale. NCOs can teach junior Soldiers how to identify toxic leadership to help purge it from the ranks. Units can also implement a culture of mentorship so that Junior NCOs understand the importance of a positive leadership style. Throughout my 19 years of military service I have learned that a lot of leaders are very confused about the meaning of toxic leadership due failure to educate leaders on this topic or understanding the written verbiage within the policies and regulatory guidance given due to educational or mental deficiencies. Most often this type of behavior and leadership style are displayed within Senior Non- Commissioned Officers and Commissioned Officers. The Army wants to rid top ranks of toxic leadership and working diligently every day to flush toxic leaders from their ranks. There are currently three cases of bad leadership that affects the United States Military. The first case is â€Å"extreme†Ã¢â‚¬â€lack of concern (self before service), domineering (distrust of others, and uncompromising behaviors led to a work environment of paranoia and leadership by fear and intimidation). The second case of bad leadership is â€Å"moderate† – punitive, argumentative, overbearing, always right, didn’t listen to other opinions, quick to react, and constantly putting team members down as incompetent, conducting daily nonproductive meetings, playing silly games, displays no knowledge of mission requirements nor concern for the mission or welfare of the organization’s military, civilian and contract members. Lastly the third case of bad leadership is â€Å"negative, but not concerning† – Information flow does not flow freely and leaders resisted input from others and micromanagement. General Dempsey stated â€Å"ten years of continuous operations have strained the force†. He also stated â€Å"It’s important to remember that the vast majority of leaders in the Army are very good and are deeply committed to leading our nation’s sons and daughters. † The recent military draw down and continuous operations has resulted in a lot of followers are being left behind and the true leaders are continuing Their life in the civilian world due to the inaffectablility to adapt with the changes amongst the military and troops. We should not settle or accept second-best; even if just a portion of our leaders aren’t performing. We need to take a look at it, because leadership produces more leaders and not more followers. According to recent reports, toxic leaders commonly exhibit these behaviors: avoiding subordinates, behaving aggressively toward others, denigrating subordinates, hoarding information, hoarding job tasks, blaming others for their own problems, being overly critical of work that is done well, and intentionally intimidating others. They also routinely see their subordinates as disposable instruments rather than people, have a destructive personality or interpersonal skills that are detrimental to the command climate, and appear motivated primarily by self-interest. The point that I have absorb from this report is toxic leadership should not be confused with incompetent leadership or those not exhibiting effective leadership behavior. They also work diligently to promote themselves at the expense of their subordinates, unit and the Army profession without considering long-term ramifications to their subordinates. Sometimes leaders and subordinates often confuse the difference between leaders and managers. There are listed skills desired in managers, while the skills set do overlap in many ways with the term â€Å"leaders lead. † Definition of the term â€Å"leaders lead† –they are always out front, they make the decisions and take responsibility for the outcome of those decisions, good or bad. Managers merely convince, cajole and mentor subordordinates to accomplish a task as often times making sure there is enough blame to go around. Leaders has compassion, supportive, humility and care for their s subordinate. They are unbiased, great listeners, firm but fair. Some of Leaders remarkable skills are having great effective communication with their subordinates and always provides purpose, direction and motivation. The one main thing that people don’t know is leaders and managers are similar, because in order to be an effective leader you will have good managerial skills and traits. Summary Integrity of character is the foundation of a great leader. To use a metaphor, it is what you build your very being up from, if you so choose. The building blocks of leadership are built upon the value of integrity, loyalty, trust and fairness. Each and every block represents the values, virtues and principles that will help to house your team. It will be built with duty, honor, courage, commitment, selfless service, respect, justice, Judgment, dependability, initiative, decisiveness, tact, enthusiasm, bearing, unselfishness, knowledge, loyalty, and endurance. It will be a strong structure if you build with these traits properly and effectively. You need to make sure the leadership â€Å"structure† your teamwork’s in is built with these things. Within that strong structure your team will be safe and secure. A leader’s ability to have situational awareness of the environment they are encountering is obviously developed over time, experience, trial and error. Once a leader can master the â€Å"push button† ability to adapt the style to the circumstances, that leader’s successes will increase and team morale will improve. And guess what – They will never become a toxic leader. I truly will like to give SGM Kemper my gratitude for giving me guidance and direction to learn more about toxic leadership. I have learned through extensive research that throughout my military career I have had the privilege of working with great leaders and bad. Leaders have been placed throughout my military path to groom me to become a great leader instead of a toxic. Even though I encountered toxic leadership I was able to depict a lot of good leadership traits and skills from my superiors to help me take a self evaluation and categorize myself in the good leader category. I will never say that I am perfect and will never display it, but I can say that I am a working progress that is open for professional development and grooming from great leaders. Toxic leadership is extremely hard to detect from one or possibly three individual point of view, but accurately possible from the team, unit or command.