Impact of the French and Indian War Essay Example for Free

Impact of the French and Indian War Essay The Native tribes are one of those directly affected by the French and Indian War. Many native populations suffered a great loss when the French power in North America was eliminated. The French proved to be a strong ally of these native tribes and were essential in countering the continued British expansion. The elimination of the French power resulted to the dispossession of many native tribes, forcing them to move out of their lands. When the Spanish-controlled Florida was taken-over by the British, native tribes who did not want to involve themselves with the British, migrated westward. This has resulted to heated confrontations between several tribes who were already established in the area (Ohio History Central, 2005). The British exploited the boundaries between opposing tribes, making the natives fight among themselves. The French and Indian war also affected the American colonists. As Britain continued to expand their control over the colonies of other European powers, they continued to resettle many of its people throughout their North American provinces. As Britain continued to focus on its war for territory, it began neglecting its duties for its people and its colonies. The French and Indian war resulted to the doubling of Britain’s national debt, and with the shortage of funding; the government imposed new taxes on their colonies. This resulted to stiff resistance, and strained relationship between Britain and its colonies. Troops were called in to the colonies in order to make sure the taxes are paid accordingly (Ohio History Central, 2005). This greatly inconvenienced the colonies, until it finally came down to the American Revolutionary War. Reference: Ohio History Central. (2005). French and Indian War. Retrieved July 27, 2009, from http://www. ohiohistorycentral. org/entry. php? rec=498

The Metaphorical Lesbian in Chopin’s The Awakening Essay -- Chopin Awa

The Metaphorical Lesbian in Chopin’s The Awakening In â€Å"The Metaphorical Lesbian: Edna Pontellier in The Awakening† Elizabeth LeBlanc asserts that the character Edna Pontellier is an example of what Bonnie Zimmerman calls the â€Å"metaphorical lesbian.† It’s important to distinguish between Zimmerman’s concept of the â€Å"metaphorical lesbian† and lesbianism. The â€Å"metaphorical lesbian† does not have to act on lesbian feelings or even become conscious of herself as a lesbian. Instead, the â€Å"metaphorical lesbian† creates a space for woman-identified relationships and experiences in a heterosexually hegemonic environment. In LeBlanc’s words, â€Å"I am suggesting†¦that the presence of lesbian motifs and manifestations in the text offers a little-explored position from which to examine the strategies and tactics by which Edna attempts to establish a subjective identity.† (237) LeBlanc’s support for this analysis comes from a variety of sources including Adrienne Rich’s article â€Å"Compulsory Heterosexuality and Lesbian Experience, Teresa de Lauretis’s, Monique Wittig’s and Eve Kosofsky Sedgwick’s wor...

Change Management in Nursing Essay

Leadership is defined as influencing people to achieve a purpose or set of goals, but differentiating it from management causes confusion in many instances (Tappen, Weiss and Whitehead, 2004; Senior and Fleming, 2006; Robbins, Judge and Sanghi, 2009). Leaders can be managers but not all managers can be effective leaders, making leadership an important aspect of effective management (Tappen, Weiss and Whitehead, 2004). Several attempts have been made over the years to explain the characteristics of an effective leader. Trait, behavioural/style, situational-contingency and transformational theories are some of the theories that have been proposed to explain these characteristics (Yoder-Wise, 2003; Tappen, Weiss and Whitehead, 2004; Senior and Fleming, 2006). Goleman (2000) also used competencies of emotional intelligence (self-awareness, self-management, social awareness and social skills) to explain these characteristics. Nevertheless, none of these theories seem to adequately explain the characteristics that make an individual an effective leader. Yoder-Wise (2003) recognises followership as attitudes exhibited by individuals that the leader comes into contact with and explains that followers collaborate and act with the leader. Mahoney (2001) states that all nurses must acquire leadership skills since nursing leadership ranges from the staff nurse caring for a patient to a nurse in charge of a hospital. Nurses in clinical leadership positions collaborate with other leaders in the healthcare system to promote positive change (Touati et al., 2006). However, Antrobus and Kitson (1999) criticise nursing leadership for its lack of external focus (socio-political impact on health policies). They recommend that, in addition to the knowledge on issues related to nursing practice, potential leaders of nursing should familiarise themselves with social and health policies, management and research. Sutherland and Dodd (2008) identify that a lot of changes are occurring within the healthcare system, driving the need for leadership development. As a clinical leader in the making, a sound understanding of strategies for change management would prepare me as an effective leader. This is a reflective essay on how I set up a personal development plan to gain much insight on strategies for change management. The reflection is guided by Gibbs’s reflective cycle (1988 cited by Jasper, 2003). Although Cotton (2001) sees reflective practice in nursing as a problem, Durgahee (1996) identifies that nurses are able to perfect their actions when they examine their experiences through reflection and, consequently, become conscious of how different elements of care inform total professional nursing practice. The essay begins with a brief introduction of my background, and a description of issues that led me to focus on change management strategies in my personal development plan. It, then, follows with a reflection on strengths, weaknesses, opportunities and threats that I have and how these would influence my career in the future. The plan is presented, beginning with my learning objective and actions that I hope to take to meet my learning objective. The literature is then reviewed, followed by an appraisal of my organisation and how I plan to implement change. The last section describes my progress. Professional Background I graduated with a BSc. Nursing degree from the Kwame Nkrumah University of Science and Technology (KNUST) in Ghana in 2008. I practised at the Komfo Anokye Teaching Hospital (KATH), also in Ghana, as a general nurse for one year before enrolling at the University of Nottingham for MSc. Advanced Nursing. My responsibilities, as stated by the Ghana Health Service (2005), are to: Assess care needs of patients, develop and implement plans of nursing care accordingly Formulate, initiate and revise patient care as condition warrants Participate in ward rounds Allocate tasks based on skill of staff Supervise staff and students in the ward Evaluate nursing care and ensure continuity of care In the third year of my undergraduate course, I was one of three students selected for a twelve-week exchange programme in the United States of America. The goal was for us to experience healthcare system and nursing practice in the USA and effect positive changes in nursing and healthcare at KATH. Generally, students who participate in such programs develop themselves, learn differences between cultures, and are able to compare healthcare systems and nursing in the respective countries (Scholes and Moore, 2000; Button, Green, Tengnah et al, 2005). Judging from the exposure I had in the USA, I felt I could make a major impact on my colleagues upon my return. Exchange students, whether short-term (1 – 4 weeks) or long-term (more than 4 weeks), expect to have a positive influence upon their return to their home countries (Button et al, 2005; Carty et al, 2002). I developed myself, to an extent, as a result of participating in the exchange programme. This was confirmed by some of my colleagues. I, also, learnt some of the similarities and differences in culture, nursing practice and healthcare between the USA and Ghana. Notwithstanding, the overall purpose of having positive impact on my colleagues was not realised. I believe that lack of a strategy to effect the proposed changes as well as failure to collaborate with the other exchange students were the major reasons for the failure. I expect to develop a teaching package to delay the progression of chronic kidney disease among patients with diabetes as my Advanced Nursing Practice module project and implement it at KATH. I, also, hope to gain new ideas on patient care while I am in the United Kingdom. Upon my return to Ghana, I aspire to assume a nurse-educator role. This job would give me some influence over the training of nurses at KNUST and KATH. All these have led me to focus on change management in my personal development plan so as to make positive changes in nursing at KATH. I should be able to reflect on my strengths, weaknesses, any opportunities and threats that may influence my aspiration to effect some changes at KATH and Pearce (2007) suggests that using SWOT framework is a good way to do this. Therefore, using the SWOT analysis framework, I identified the following: Strengths I am committed to what I do I am good at motivating others I have good interpersonal skills I have good presentation skills Weaknesses I attempt to please everybody I am too lenient Opportunities I am studying with colleagues from different parts of the world I have other experience from abroad I am likely to become a nurse-educator at KNUST Threat Majority of the staff may see me as young and inexperienced to lead them Pearce (2007) suggests that once threats have been identified, there should be a way to handle them. By confidently demonstrating the experience gained, developing good interpersonal relationships and clearly presenting shared visions, majority of the staff are likely to collaborate with me (Martin, 2006). THE PLAN Learning Objective Needs assessment assists individuals to set clear learning objectives for their personal development plan (Holloway, 2000). Reflection on the exchange program reveals that I lack ideas on strategies and skills required to lead change within an organisation. Therefore, it is my primary objective to use this personal development plan to learn and develop strategies to lead change in the institution that I work in. Actions to Meet the Objective The Management Standards Centre (2004a) suggests that leaders must possess three kinds of knowledge and understanding to be able to lead change successfully. These are general knowledge and understanding (example is knowledge on models and methods for leading organisational change, their strengths as well as their weaknesses), sector-specific knowledge and understanding (example is knowledge on emerging developments in the health sector) and context-specific knowledge and understanding (example is knowledge on areas within the organisation that need change, with reasons and priorities). To lead change successfully, leaders must, also, be able to describe the change process within the organisation and how it affects the people within (Mott, 1996). Considering these, actions that I consider as appropriate for me to meet my objective are as follows; Review literature on change management within organisations; Perform an appraisal of the organisation that I work in; and Plan the implementation of the change. Main resources that are needed to undertake these actions are time and literature on leadership and change management within organisations. I should be able to achieve my objective within seven months and the outcome measure for me would be my ability to identify change management strategies that would best fit my organisational context. LITERATURE REVIEW Change Management within Organisations Change in organisations is inevitable (reactive) and desirable but, usually, complex and difficult to bring about (Sturdy and Grey, 2003; Bellman, 2003; Boshoff, 2005; Dzik-Jurasz, 2006). Yet, there are many a time when change is proactive (planned) – organisations make changes due to opportunities that they have to improve the workplace or their output (Dzik-Jurasz, 2006), and is also described as innovation. Change is very vital for healthcare institutions that seek to deliver quality and patient-centred care to its clientele, and nursing leadership is regarded as a linchpin for such changes to be successful (Dzik-Jurasz, 2006; Sutherland and Dodd, 2008). As a nurse aspiring to be a clinical leader, understanding the processes of change is, therefore, indispensable. Pettigrew, McKee and Ferlie (1988) state that leaders of change should focus on the content, the process, the context of the change as well as the successful regulation of the relationship between the three. They explain content as the specific areas where the change is expected to occur, and processes as the activities, expected reactions and interactions between the groups that seek to bring about the change. Context, as they explain, refer to internal and external factors that have influence over activities within the organisation. Lewin (1951 cited by Senior and Fleming, 2006) identifies three stages; unfreezing, moving and refreezing. At the stage of unfreezing, problems, needs or opportunities for change are identified, and the stage where new strategies or ideas are implemented causes individuals within the organisation to experience the change (moving). Finally, the stage of refreezing is reached when the change has been well integrated into the organisation (Yoder-Wise, 2003; Boshoff, 2005). Tappen, Weiss and Whitehead (2004), also, identify that change process is in four phases; description of the change, planning the implementation of the change, implementing the change, and integrating the change. Change starts when awareness of the need for it is created and ends when a complete evaluation of its expected effects has been done after the implementation (ibid). Lewin (1951 cited by Baulcomb, 2003) states that change is associated with certain forces that either facilitate or resist it; success would result when the forces facilitating the change exceed those that are resisting it within the context. Personnel within the organisation may be one of such forces. People resist change on the grounds of their psychosocial needs, the appropriateness of the change and, also, how the change affects their position and power (Tappen, Weiss and Whitehead, 2004). Therefore, they should be taken into consideration and be actively involved in the change process (Boshoff, 2005). Bennis et al. (1985 cited by Bellman, 2003) identify three strategies of change and these are rational-empirical, power-coercive and normative-re-educative strategies. Rational-empirical and power-coercive strategies both use top-down approaches while normative-re-educative approach employs a bottom-up approach. Top-down approach involves senior management generating the idea, planning and directly implementing the change while the bottom-up approach directly indulges the employees in the change process (Ryan, 2008). However, Ryan (2008) adds that top-down strategy alone is not effective for managing change at all times although it is very common under transformational leadership. Other strategies are education and communication; participation and involvement; facilitation and support; negotiation and agreement; and manipulation, cooptation, and coercion; and, dependent on the situation, these strategies may be used alone or in combination (Kotter and Schlesinger, 1979 cited by Yoder-Wise, 2003). It appears that the kind of strategy used would influence how the content of the change would be communicated to the parties involved. Action research is another change strategy and the process is said to begin when change is considered necessary (Bellman, 2003). Relevant data is collected systematically and reported to individuals who must act on it, after which plans are collaboratively formulated and the necessary actions undertaken – research and action combined (Senior and Fleming, 2006). The process is in five stages (diagnosis, analysis, feedback, action and evaluation) and is described as problem-focussed, and able to reduce staff resistance because of their active involvement in the process (Robbins, Judge and Sanghi, 2009). Organisational Appraisal Komfo Anokye Teaching Hospital (KATH) is the second largest teaching hospital in Ghana, training many doctors, nurses and other paramedics in the Ashanti Region of Ghana. It is an autonomous service delivery agent under the Ministry of Health of Ghana (MOH, 2009a). In addition to training many of the health personnel in the Ashanti Region, many people within and outside the Ashanti Region seek healthcare there. As a result, provision of quality healthcare has always been the focus. An organisation that recognises the need for change, weighs costs and benefits, and plans for the change when the benefits outweigh the costs is ready for a change (Dalton and Gottlieb, 2003). KATH is, therefore, ready for change because some of its employees are sent overseas or to other parts of the country, whenever there is the need for a new skill or knowledge to be gained, to bring about a positive change within the hospital. This may be a factor that would facilitate my agenda to implement lead change within the institution upon my return. However, Ghana, as a country is underdeveloped (CIA, 2008). Therefore, financial support, many a time, becomes a difficulty. Another challenge may be the fewer nursing staff. The Ministry of Health (2009b) estimates that there was a nurse-to-population ratio of 1:2024 in Ashanti Region and 1:1451 for the entire country in year 2007. Planning the Implementation of the Change This is the second stage of the change process, as was identified by Tappen, Weiss and Whitehead (2004), and it involves identifying possible resistant forces to the proposed change and identifying strategies to prevent or overcome them. The change strategies to adopt as well as how to communicate the need for change are considered at this stage (Management Standards Centre, 2004b). Bellman (2003) suggests that the normative-re-educative (bottom-up) strategy is suitable for changing practice within nursing. As it appears in my case, the need for change would be driven from bottom (an employee) to top (management) and is likely to be supported by the nurses since it is coming from their colleague. Nevertheless, others may resist the change because they might not see the need for it (Baulcomb, 2003). But Martin (2006) suggests that a clear presentation of the vision and need for change may cause a majority of the staff to support it. Flower and Guillaume (2002) suggest that unfreezing stakeholders of healthcare is a necessity to unfreezing the institution. Stakeholders at KATH for my project include the Director of Nursing Services (DNS), the Deputy Director of Nursing Services (DDNS) for the medical directorate, and the head of the diabetic clinic. When these key people are made to recognise the need for a change, then hospital management is likely to support the proposed change. In times like these when evidence-based practice is being advocated for (McEwen, 2007), I should be able to use evidence to justify the need for a change. I, therefore, plan to undertake a study that would compare the teaching package that I hope to introduce with the current approach used at KATH. If the new teaching package proves to be relatively successful, then majority of the staff are likely to appreciate the need for it. Progress Reflecting on the exchange program, I realise that the idea of bringing about change in practice was not clearly communicated. None of the processes of change, as has been identified now, were known at that time neither was there a strategy or a plan for the change. Some changes are unsuccessful because they are not clearly defined (Tappen, Weiss and Whitehead, 2004) and that is exactly what happened. Although I am still working on developing the teaching package that may be different from what is already present at KATH, I now realise that its purpose and effectiveness should be well communicated to other colleagues and management before the idea would be supported. I have discussed my ideas with the Director of Nursing Service of KATH and the Deputy Director of Nursing Services for the medical directorate and both of them seem excited about my idea. However, I have come to understand that all kinds of change are likely to face some form of resistance from the people (Baulcomb, 2003; Tappen, Weiss and Whitehead, 2004). I therefore, hope to apply the normative-re-educative (bottom-up) strategy because it has been identified as suitable for changing practice within nursing (Bellman2003). I also believe that such a strategy would let my colleagues feel actively involved in the change process and, hence, support it. Moreover, I hope to gain new insights from my visits to some hospitals and my interactions with some specialist nurses while developing the project. I, therefore, hope to modify my plans and strategies, when the need arises, in order to become an effective change agent within my organisation. Conclusion Personal development plans assist individuals to focus on specific needs and steps to take to achieve their objectives (Floodgate and Nixon, 1994). This essay has assisted me to reflect on my practice and roles as a leader. Whenever there is reflection, there must be a change in perspective (Atkins and Murphy, 1993). Development of change management strategies was identified as my learning objective. Actions to meet this objective were identified and pursued. Gibbs’s reflective cycle (1988) was used as a guide. Consequently, I have become familiar with different strategies that could be employed to effect and lead change successfully, and plans to implement these in my institution have been proposed, although they are subject to change when new insights are gained.

Overview Of Goodyear Tire Rubber Company - Free Essay Example

Sample details Pages: 19 Words: 5745 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? The Goodyear Tire Rubber Company was founded in 1898 in a time that seemed especially remarkable, but the commencement was a bit eventful. Frank A. Seiberling who was 38 years at that time founded the company. Don’t waste time! Our writers will create an original "Overview Of Goodyear Tire Rubber Company" essay for you Create order He made a purchase of the companys first plant with a $3,500 down payment. The amount was money borrowed from a brother-in-law Lucius C. Miles. It was challenging with sourcing of raw materials especially the rubber and cotton which were the lifeblood of the industry and this had to be transported from halfway around the world, to a landlocked town that had only limited rail transportation. Even the man, from which the company was named, Charles Goodyear, had died penniless 30 years earlier despite his discovery of vulcanization after a long and courageous search. The bicycle craze of the 1890s was booming. This meant that demand for bicycles was soaring. The horseless carriage, as some ventured to call the automobile, was a wide-open challenge for bicycles. AT this same time the depression of 1893 was beginning to fade bringing about a recovery. On August 29, 1898, Goodyear was incorporated with a capital stock of $100,000. 4.1.1 Shareholding of commenced Goodyear David E. Hill, who purchased $30,000 of stock, became the first president. But it was the dynamic and visionary founder, hard-driving Seiberling, who chose the name and determined the distinctive trademark. The winged-foot trademark, inspired by a newel-post statuette of Mercury in the Seiberling home, has been altered over the years. Yet, it remains an integral part of the Goodyear signature, a symbolic link with the companys historic past. People like Seiberling, actually trying to liquidate family-owned property in 1898 when he ended up taking that once-in-a-lifetime chance to buy at a bargain the seven-acre tract that became Goodyear. People like George M. Stadelman, a man who avoided crowds and never made a speech, yet had a gift of integrity and foresight that guided Goodyears sales through a critical 20 years. People like Paul W. Litchfield, whose conviction and leadership helped inspire Goodyears development for nearly six decades. 4.1.2 First production of Goodyear With just 13 employees, Goodyear s production began on November 21, 1898, with a product line of bicycle and carriage tires, horseshoe pads and fitting the gamble Seiberling was making poker chips. The first recorded payroll amounted to $217.86 based on the prevailing wage of 13 to 25 cents an hour for a 10-hour day. After the first full month of business, sales amounted to $8,246. Since the first bicycle tire in 1898, Goodyear pedalled its way toward becoming the worlds largest tire company, a title it earned in 1916 when it adopted the slogan More people ride on Goodyear tires than on any other kind, becoming the worlds largest rubber company1926. 4.1.3 Goodyear in the 20th century Goodyear in the 20th century measures sales of nearly $20 billion, although it took 53 years before the company reached the first billion-dollar-year milestone. And it all began in a converted strawboard factory on the banks of the Little Cuyahoga River in East Akron, Ohio. Spanning the years, through all of those yesterdays, a legion of firsts and facts and figures appears that reflect the making of a company Goodyear is one of the worlds largest tire companies. It employs approximately 70,000 people and manufactures its products in 56 facilities in 21 countries around the world. Its two Innovation Centres in Akron, Ohio and Colmar-Berg, Luxembourg strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. 4.2 OVERVIEW OF CURRENT STRATEGY OF GOODYEAR A close look at the strategies adopted by Goodyear over the past 2 to 5 years revealed some successes for the firm as they deployed some cost strategies, innovation and integrated marketing capabilities to leverage new product engines with outstanding marketing programmes to both trade and end users. They have done that with products such as Eagle GT, Assurance, Eagle F1 All season etc. The Capex of Good year in 2008 shows that there has been an increase in high value added (HVA) capacity. An increase of 50% by 2012 is the target set for Goodyear. Currently, the company has achieved 15% so far as at 2007). Strategy in 2008 Good year deployed the strategy below in 2008 Strengthened their balance sheet to capitalize on growth to improve their competitive position. Leveraged on favourable union contract Rebalanced their global footprint focussing on their supply chain. Goodyear as a result of competition has had to change its business model strategies employing th e following: Leadership Product Leadership Increased distribution Brand building Lower cost strategy Cash is king and not customer They have had to change their strategies as they realise that competition is eating into their slice of the market share. 4.2.1 Challenges facing Goodyear Emerging markets represent significant opportunity China now has the largest commercial vehicle market; 2nd largest car market is Russian tire market which will soon surpass German market size. Brazil is sustaining 5% GDP growth driving volume and transition to HVA. The challenge that lies ahead of Good year is to leverage their expertise in market development to fully deliver in emerging markets. Good year will need a highly innovative business strategy to create a global competitive advantage so as to continue a high market share in the rubber industry. 4.3 ANALYSIS OF DATA A qualitative quasi -deductive paradigm interview was conducted to allow for further clarity, completeness of results so as to overcome elements of bias typical of quantitative methodological approaches in order to examine particular events (Miles and Huberman, 1994). In doing this the researcher arranged an interview with five of their managers from five of their branches to verify if managers should be actively involved in the business evaluation strategy of an organization to enhance global competitive advantage. The outcome of the interview was then analyzed using the grounded theory (Straus) Five interviews were conducted with Business Unit Leaders of Goodyear in order to obtain a strategic perspective on the knowledge management requirements of the enterprise (Corbin,1990). The researcher chose this method as it is widely employed offering help in the analysis of qualitative data. The purpose of grounded theory is to build theory that is faithful to and which illuminates the area under investigation allowing us to collect information on the knowledge requirements of the enterprise. Grounded Theory is more interested in theory building than theory testing, which makes it eminently suitable for areas of research that have had little attention and exploration (Yin, 1993). Grounded Theory specifically calls for the evaluation of cases. Some of the advantages of using Grounded Theory for research of this nature are as follows (Bajaj, 1998): Grounded Theory can be used where no general theory about the phenomenon (knowledge audit) exists. The purpose is to arrive at prescriptions and policy recommendations with the theory likely to be intelligible to, and usable by, those in the situation being studied, and is often opened to comment and correction by them (Turner, 1981). Below are the questions and responses broken down in headings: Resulting from this process, a specification was drawn up describing the priority knowledge management requirements of Goody ear. This specification was then assessed against key components of the firms information technology infrastructure, and gap areas identified. On the basis of these gaps, an integrated solution was proposed, and the content to be delivered by this solution was defined. The functional requirements, architecture and operation of an integrated solution were discussed. 4.3.1 INTERVIEW A. 13th December, 2010 What has contributed to the success of Goodyear since the 1990s 6 of the interviewees mentioned branding with increasing levels from 25% in 1970`s to 60% in 1990`s. With 9 mentioning the management of knowledge leading to innovation in types of tires which also saw rising levels of 32% in 1970`s to 80% in 1990`s while the remaining 5 indicated that the success has been due to information technology increasing from 18% to 68%. It can be deduced from the above that branding, knowledge management and information technology has contributed to the success of Goodyear and rightly so as these three in additions to other factors are mentioned in the success stories of some organizations. According to Ambler (1997), a successful brand provides an organization with profits and the potential to gain future profits, thereby creating an asset that has value. Knowledge on the other hand is an advantage competitively. It is well harnessed if it is linked with information technology. This is because information technology enhances the collection, mining and making sense out of data/knowledge to achieve a competitive advantage. Knowledge is very important for innovation regardless of how it is collected, analyzed and distributed. According to Hargadon and Sutton(2000) in their description of a knowledge brokering cycle good ideas are captured through scanning, exploration for new possibilities, these ideas are kept alive through their distribution, old ideas are brought back to life a new uses are found for them, and eventually these ideas are validated for its commercial use or potential. Do you think managers should be actively involved in the business evaluation strategy of an organization to enhance a global competitive advantage? Ohmae (1982) and Porter (1985) suggested that the survival of a business is impossible without a competitive strategy and that the actual strategy must be unique to the organization. It is against the backdrop that the 20 managers interviewed who for reasons of choice decided to be anonymous in the declaration of findings of this research. All the managers interviewed affirmed that they must be involved in crafting strategy (ies) indicating 100% support of this assertion. In support of Mintzberg (1994), they suggested that the following will be achieved if managers did the implementation. Manage stability- Managers must be implementing strategies of the organization and not planning them. Managers can detect discontinuity-Managers involved in implementation will be able to detect discontinuity from strategies set even though environments do not change regularly. Even the smallest of change effects not detected earlier can pose significant damages in the long term. Recon ciling change and continuity-crafting strategy requires a natural reflection of the future, present and past. Too much focus on change can be damaging. What strategic business evaluation model should be employed for business/ environmental analysis? Environmental scanning- ideas come from a plethora of sources and are often triggered off by external changes in the environment. No organization is exempt from the need to innovate. SWOT analysis-a deliberate move into defining our strengths and weaknesses as an organization vis-ÃÆ'Â  -vis our opportunities and threats is another business evaluation model to be used. With comparison to PESTEL, 5 FORCES, and ANSOFF MATRIX, SWOT analysis appeared as the most preferred and employed model for business analysis 13 of these interviewees representing 65% supported the use of SWOT analysis, but 4 of them mentioned 5 FORCES indicating 25%, while as the remaining 2 (10%) said PESTEL with Ansoff matrix no a preferred choice. It is not strange that respondents mentioned the SWOT, 5Forces and PESTEL as models to be employed for strategic evaluation. The SWOT serves as an introspection of Goodyear mirrored against the opportunities and threats in the external environment of the fi rm. It is the SWOT that feeds into the 5 Force as Goodyear can know its strengths in upping standards for new entrants coming in to the tire and rubber industry, or its strengths to combat switching of clients to competitive brands such as Pirelli, Bridgestone firestone etc. Who is responsible for innovation in Goodyear? Leadership is responsible for creating an organizations vision together with the right climate for creativity. This right climate will spark off creativity that will help achieve vision. It is only when the right climate is created that creativity and innovation will become a reality in Goodyear. So in answering the question, all in the organization must be responsible for innovation but the right leadership put in place will help complete the process for innovation in Goodyear. Gathering of information from different sources was aimed primarily at identifying the knowledge that the correspondents strongly perceive as things being of increasing value to the company and its performance. In order to institute the knowledge or strategy management requirement of the company, two forms of data gathered were under taken: Twenty of the top senior-most managers were interviewed in the various branches of Goodyear in order to obtain their perspective about the business evaluation stra tegy requirements considered to be highly innovative and effective in creating an advantage for them globally. Fifty five representatives of the various business divisions responded to questionnaire in order to understanding the operational requirement or strategy of each entity. Resulting from this process, a specification was drawn up describing the priority (rating) of the strategies (knowledge requirement) of the firm. This specification was then assessed against key components of the firms infrastructure and gap areas identified. On the basis of these gaps, solution was proposed. Once the interview was completed, a pattern and area of divergence were identified amongst the respondents. This was achieved by transferring portions of individual transcripts from senior managers interviewed into a shared spreadsheet under specific headings as identified during the process of analysis. Once this was done, areas of commonality were found. 4.3.2 An info-centric organization The interview with senior managers provided sufficient indicator of importance of knowledge management in the market place. Many businesses spend all their time and effort to create competitive advantage through either cost-cutting, quality-enhancement, speed of delivery or continuous expansion of market reach. However, according to the senior managers, one of the most effective weapons every business can deploy in the competitive market place is to create an info-centric organization. It is their objective to make it a standard practice for everyone in the firm to be on the look-out for important information that can benefit the company. In order to realize any significant benefit from implementing the info-centric plan, leadership must ensure that at general or strategic meetings, reserve the loudest applause for the person with the biggest scoop of information provided for improvement. They should create a contest that offers attractive rewards for the person with the best idea to raise sales by say 25% in the coming year. An info-centric firm will be customer-centered and will therefore look at the customer first for the critical information needed to improve. Talk to the client regularly both informally and also through questionnaire and surveys. The client is the North-Star of the firms compass and everything ultimately focuses on pleasing and satisfying the client. 4.3 3 A culture of continuous process improvement Commitment to continuous process improvement is extremely positive. Senior managers believed that the business must never get satisfied with their status or progress in the critical areas of their operation. They recognize that in a fast-changing world, rapid improvement is required to remain competitive. For the plan to materialize, they therefore will consistently acquire and apply relevant information to improve upon their business processes. It is common practice for them to have focus groups or quality circles with the main purpose of achieving specific reductions in lead time, cost, queues, clients complaints, etc. the firm should continuously seek to achieve improvements in the various points on the value chain. They should focus on suppliers, raw materials, marketing and sales, order processing, production operations, finance and administration. Once the feedback from the responses to the questionnaires by the employees had been analyzed, it became obvious that there were content needs that were common across all the divisions. The specific content required by employees is identified below. The knowledge levels (strategy) are grouped into four main subjects as follows: Knowledge about leadership and capabilities expressed across the firm Knowledge about marketing approach of the firm across the industry. Knowledge about speed and pricing conditions among competitors in the industry Knowledge about the business opportunities within the company with regards to contact relationship management. Based on the above mentioned key knowledge areas, the respondents were asked to identify and rate specific content within each of the above context, according to its importance in terms of enabling them to add value to their performance and also enhance their competitive advantage in the industry. Table 1. Knowledge condition: Leadership and Capabilities Content Specification Rating Trust systems Formally communicating the firms mission statement and philosophy that give basic values, purpose, direction and the desired level of performance. Low Periphery systems Organizational members activities fall within the acceptable domain of activity. That is, systems ensure that business activities occur in defined product market at acceptable level of risk. Medium Capability and solution Establishing terminology used to express and illustrate product and service offering. Demonstrating competence and aptitude to supervise subordinates. Medium Knowledge sharing Gathering, absorbing, transferring product/service information between organization and customers, third parties (suppliers) and employees in order to meet companys goals. High Prompt recognition Encourages and promote corporate intelligence to bring out innovation in the organization. What gets rewarded gets done; the behaviours you reward gets replicated High Table 2. Knowledge condition: Marketing approach Content Specification Rating Market opportunity The market size with respect to demographics and psychographics High Market KPIs The key industrial trends that are fuelling the companys success or trends inhibiting its success High Packaging creating a unique identity (brand) to capture market attention and hold their glaze and for that matter raising the companys value High Market segmentation The names of targeted market segmentations and its distinctiveness High Clients motivation Customers primary reason for purchasing or wanting to use the companys product or service Medium Feedback Customers testimonials and endorsement in the form of correspondents from happy or unhappy users. Media coverage and celebrity endorsement High Table 3. Knowledge Condition: Speed and Pricing Condition Content Specification Rating Delivery Ability to complete work faster (promptly responding to client-related demands and issues High Surprise element Keeping competitors continually questing about what the company will do next. For instance consistently giving added value through extra services offered as part of a holistic package. High Financial analysis Covers a complete thorough financial justification for company operation including return on investments, degree of risk and potential exposure of the organization Medium pricing competitiveness exploration of ways in making pricing more competitive in order to guarantee longer of your relationship with the customer Medium Pricing tradeoffs Customers expectation (decision) in making tradeoffs of price or value or both price and value. High Table 4 knowledge condition: relationship management Content Specification Rating Company profile a Name and contact details, websites and logos, vision and mission statements High Abstract of companys business status Companys core business actions, industry focal point and insight Medium Solution oriented Detailed action plan and relevant methodology. High Product/service requirement Adequately fulfilling its purpose, easy to use, meet quality requirement and worth it value. High Environmental sensors Pleasantry of working place i.e. what client see, smell, touches, hears at the site or our community works Medium Behaviour factors Customers interaction with employees High Catalogue and contacts of clients Names, contact details of segmented clients Low Activity tracking concern Emails, text messages in response to clients request and demand Medium 4.4 QUANTITATIVE ANALYSIS OF DATA 4.4.1 Interview with staff of Goodyear The researcher conducted an interview with 50 staff of Goodyear, 15 of its focus group at their main research centers and came out with the following: When staffs were asked of the departments they represented in Goodyear, 4 represented 20% were from finance department, 4 representing 20% were from marketing, another 4 representing 20% stated that there are factory hands and 8 representing 40% were in the research center. Table 1 represents the above-mentioned data from staff of departments that responded to the questionnaire. Table 5: Type of Business or work engaged by customers Responses Frequency Percentages Staff from research center 8 40% Marketing 4 20% Finance 4 20% Factory hands 4 20% Total 20 100% Source; Field Work, 2010 4.4.2 Perception of staff about products manufactured by Goodyear Respondents were asked about their perception of the products manufactured by Goodyear; they respond 90% representing 18 staff stated that there were excited about the current portfolio/ product line of Goodyear because it provided them with a formal way of segmentation and reduced their risk of loss of market share to competitors. Two staff representing 10% on the other hand stated that there are not satisfied with all the products manufactured by Goodyear, because their tires were not different from that of competition e.g. Semperit, Pirelli, Uniroyal etc. Table 2 below shows the percentage and frequency table of the perception of staff about products manufactured by Goodyear. Table 6: Perception of staff about products manufactured by Goodyear Responses Frequency Percentages Yes 18 90% No 2 10% Total 20 100% Source; Field Work, 2010 4.4.3 The Products/Services Offered to Customers Interviewed in focus groups I took the opportunity to interview a focus group of Goodyear about the products of Goodyear. The figure below shows the product/service offered to customers interviewed for the study. The products/services offered were categorized into Passenger vehicle tires; Commercial vehicle tire, Off road tires, ATV tires, RV tires, Racing tires. These categorizations were made from the data collected from the interview and also to aid easy analysis and interpretation of the data gathered. From the interview, 3 respondents representing 15% of customers stated that they had tried passenger vehicle tires; another 3 respondents representing 15% stated that they had also tried the Commercial vehicle, 6 customers representing 30% also stated that they had tried RV and similar tires of competitors and that of Goodyear and realized there was no difference. None responded on products such as ATV and Aviation tires. Figure 1: The Products/Services Offered to Customers Interviewed Source; Field Work, 2010 4.4.4 Global competitive advantage When staffs were asked if they have ever attended a strategic session in their working lives, 80% representing 16 staff stated that they have ever done that. 20% representing 4 staff however stated that they have not. Among the 80% who stated that they have ever attended a strategic session, they were further asked if they learnt that strategy could give an organization a global competitive advantage. 75% representing 12 staff stated that they believed that a good strategy could go a long way to creating a global competitive advantage for a firm if the right environment is created for it. The rest of the 25% representing 4 staff stated that they were indifferent about strategy as firms they have worked for were not doing anything different from what firms` are doing now. Figure 2 A: Staff that had attended strategic sessions Source: Field Work, 2010 Figure 2B: Can a highly innovative strategy create competitive advantage? Source: Field Work, 2010 4.4.5 Perception of staff interviewed about the innovation procedure and requirements of Goodyear. Staff were asked about their perception about the innovation procedure and requirements of Goodyear, the data depicts that 13 staff representing 65% stated that the procedures and requirements were complicated and not favourable to them because for instance the issues about idea generation were being restricted to a research center making it very difficult for staff not part of the research center to participate. 7 staff representing 35% stated that the procedures and requirements are less complicated and favourable to them because they are able to scale all the challenges involved with filling up idea forms and forwarding them to the right department. Table 7: Perception of staff interviewed about the procedure and requirements of Goodyear for the development of new ideas. Responses Frequencies Percentage Very Complicated and not Favorable 13 65% Less Complicated and Favourable 7 35% Total 20 100% Source; Field Work, 2010 4.4.6 Junior staff (1-5years experience) Interviewed Junior staff(with 2years experience of Goodyear) were asked if they have been able to generate an idea since they joined, 20% representing 4 junior staff in the category mentioned stated that they have not, 40% representing 8 junior staff (with experience between 2 and 5years) stated that they have done that once . These respondents were mostly factory hands, civil servants and contractors. Another 40% representing 8 respondents (2-5years) stated that they have suggested ideas for the development of new tires for Goodyear since they joined the company. Table 8: Experience and ability to generate ideas for Goodyear Responses Frequencies Percentages Staff with 2 yrs experience 4 20% Staff with (2-5 yrs)exp 8 40% Staff with (2-5)yrs exp Suggested ideas for development. 8 40% Total 20 100% Source; Field Work, 2010 Perception of business unit leaders about the current innovation strategies of Goodyear The figure below shows the perception of business unit about the current innovation strategies of Goodyear. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable because, with the 1/3 cash security of the amount of the loan applying for, a customer in a way has paid 1/3 of the loan applied for. Salaried workers think that is convenient and flexible. 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Figure 3: Perception of Business unit leaders Interviewed about the current innovation Strategy of Goodyear Source; Field Work, 2010 CHAPTER FIVE 5.0 CONCLUSION AND RECOMMENDATIONS For competitive advantage to be sustained it will be necessary for staff of Good year to be prepared both in attitudes and abilities so that they can meet the demands of customers in due time. Competitive advantage can come from better products in this case tires, customer perceptions, costs, competencies, assets, attitudes and relationships etc. A key issue is ensuring that it is sustained. It will sad on the part of Goodyear if staff lack the necessary competitive attitude in order to create growth and opportunities for the company. From the findings of the study, it can be deduced that managers should continue to show active participation in the business evaluation strategy of the organization to enhance a global competitive advantage. Three areas to focus on are Technology, Branding and Knowledge management leading to innovation.Technology, especially IT in product and process innovation, is emerging as a powerful facilitator of market innovation in both personal and busines s markets. For example, in rubber industry many firms now see flexibility of core product features as a major competitive weapon. A companys ability to offer features such as flexible prices depends on whether its computer systems have been designed so that they can be quickly adapted to serve new market segments. In the rubber industry, application of new technology provides new entrants with the opportunity of rethinking the entire value proposition offered to customers. While the offer provided to customers by old-established companies is often standardized, new entrants can use advanced computing technology to provide more accurately targeted offers. They can do so themselves or in conjunction with partners. A recent trend is towards knowledge management, whereby firms work together in networks to create electronic packages of value for clients. It is new technology which provides market champions with the means for redefining markets on an economically viable basis. Importan tly, skilful application of IT has reduced the advantages of scale and market share and so has diminished the cost advantages of large old-established firms. The Internet provides particularly exciting opportunities; especially for new entrant challengers, because these are not burdened by traditional forms of distribution such as retail branch premises. It is likely that nontraditional competitors with a mastery of IT, who are intent on building superior networks, will continue to make serious inroads into other tire markets. Specific customer segments identified by market champions are provided with access points at which relevant offers are negotiated. It is advanced technology which allows customers to be served simultaneously in two main modes the relationship mode, and the transaction mode. In the relationship mode an integrated profile of a customers financial needs is acted on over time; in the transaction mode supply at the lowest possible price is the aim. In times of f ast changing markets and fast changing technology, businesses which want to safeguard their future must innovate. If they want to be proactive and develop further by organic means they must engage not just in occasional bursts of innovation, but in continuous change. Three main types of innovation can be pursued for this purpose. First, market innovation improving the mix of markets and how these are served. Second, product Innovation improving the mix of offers. Third, process innovation improving the mix of internal operations. In order to achieve and maintain competitive success in todays turbulent marketplace, top management must spend at least as much time thinking about customers needs and how these might be met innovatively as thinking about internal operations. The assertion experience is becoming irrelevant and even dangerous is probably a deliberate exaggeration. But, to compete effectively in the future, a business needs to focus beyond the markets it serves present ly and to concern itself with market innovation and the total imaginable market. Aggressive suppliers from other industries are adopting this wider approach. Not to be surprised by new competitors, incumbent suppliers in all industries need to concern themselves with market innovation. All businesses need to understand the changing needs of their customers. They must develop accurately targeted offers quickly and cost-effectively. Market innovation can help guide this quest by combining product line management with market opportunity analysis. When market innovation is bold and imaginative it provides not just a means for developing new business, but a revolutionary means for safeguarding existing business. The following conclusions are also drawn from the analysis and discussion of data collected in Chapter Four of the study: Goodyear is currently offering passenger tires, vehicle tires, commercial vehicle tires, RV tires and aviation tires. The departments represented in the survey results are finance, marketing, factory hands, research centers, focus groups. Focus groups representing customers claimed they were satisfied with the services provided by the company. . Majority of customers patronised RV, passenger vehicle, commercial vehicle with none for ATV and aviation tires. Goodyear had in place two research centers where ideas were approved and processed. Staff attendance to strategic sessions where strategies were formulated are as follows: 80% of the staff representing 16 staff had attended strategic sessions. Among the 80% who stated they had attended strategic session , 75% believed that a good strategy could go a long way to create a global competitive advantage. The rest of the 25% were however indifferent. 75% of those interviewed believed that an innovative strategy can create competitive advantage . However, 65% representing 13 of the staff stated that the procedures and requirements for innovation were complicated making reference to innovation as a preserve of the research center and not the entire organization.7 staff representing 35% however stated that the processes were less cumbersome and favourable to them. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable . 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Finally, some analysts have referred to market champions as innovative entrepreneurs (Ghoshal and Bartlett, 1988). However, it is one thing to spot potential market opportunities, but quite another to make money from these. Potentially, there are large numbers of market opportunities. A business cannot win in all the markets open to it. Skilful market champions fight for the development of markets which their business can supply and dominate in some way. Effective market championing involves spotting positions in which the business can build and retain competitive strength. There is no point in choosing an innovation strategy which the business lacks the means to pursue over ti me. Skilful market innovation helps to focus the competitive strategy of a business. Customer analysis, competitor analysis and supply competence analysis are its essential ingredients. Skilful market champions appreciate the specific ways in which different customers buy. They know that some customers will have a preference for certain types of offers, while other customers will have quite different preferences. This means that the same core product can and indeed, should be offered quite differently to different market segments, if the aim is to meet buyers preferences as closely as possible. 5.2 Recommendations From the above discussions of the data gathered and analyzed, the following recommendations are made from the conclusions drawn: Goodyear should implement a centralized approach in all its 55 branches Standard procedures should not be imposed on branches. This means that there will be an avoidance of mistakes on limits of innovative solutions and awarding moves which should not be missed. Understand the economic consequences of knowledge management practices in the enterprise Understand how knowledge management practices in the enterprise compare to those in competing enterprises Understand the role of knowledge management function in building enterprise capability for the future. The company should make it compulsory for every staff to suggest an idea that will help Goodyear introduce new processes or products that will keep them ahead of competition. This could be done by setting up an ideas portal which could be accessed by all in all branches. Good year sho uld also intensify its environmental education programme, to educate both its customers and potential customers about effective management of the environment. The company should also collaborate with NGOs, Charities to organize alternative ways of disposing rubber so that customers will desist from pulverizing rubber which can be of severe damage to the environment. The company should also make sure that every idea is carefully scrutinized and any approval given should be based on the innovation strategy for Goodyear. The idea should meet all requirements and procedures for approval. The company should also strive to increase its client base by making the public especially car manufacturers, distributors in the various markets in and around its area of operation aware of its products so as to increase its market share. The Headquarters should not set strict orders for all branches as the former will influence a branches ability to bring its resources into alignment with the changing environment. This could stifle innovation leading to de motivation in staff. The company should look again at the changing trend of managing knowledge more as these changes if not monitored could lead to some losses in the market share of God year by Pirelli, Continental AG etc. The company should also improve upon its social development programme so that it improves its image in its areas of operations. The company should demonstrate the willingness to suffer some loss of control, give more ownership to the branch managers in different country markets and link rewards to market performance but tie together more closely personal and corporate strategies. Management should allow their leadership styles to evolve in accordance with the changes in the workplace as the leadership style adopted at any point in time could impact on the linkages that the former has in encouraging innovation. There should be a regular strategic gathering of all senior managers from the 55 branches to review the companys evaluation strategies. The use of webcasting could be an ideal way to saving costs deploying the power of technology. The regular review of the strategies could help Goodyear adopt newer and modern strategies thus staying ahead of competition. Strategies should be examined on its merits of whether it is acceptable to Goodyears stakeholders, suitable for the company and feasible to achieve.