Case Analysis Sonoco Products Company Essay Example

Case Analysis Sonoco Products Company Essay Example Case Analysis Sonoco Products Company Paper Case Analysis Sonoco Products Company Paper Sonoco Products Company (A): Building a World-Class HR Organization Sonoco Products Company is a global packaging company that began in 1899 in Hartsville, South Carolina. During 1990’s Sonoco was one of the largest packaging companies in the world with revenues reached $2. 6 billion through the manufacture and sales of consumer and industrial packaging, with 17,300 employees across 285 operations in 32 countries, serving customers in 85 nations. During 1990’s the United States was enjoying economic growth during the late 1990s/early 2000s, so was the packaging industry; as a result, Sonoco’s position began to change. Sonoco was becoming increasingly more susceptible to changes in the world economy, and the packaging business began to focus higher speed computer technology for quality assurance that improvement and labor saving, production for diversified product types, and implementation of policies and action programs to meet the consumer needs, including development of innovative packaging containers and techniques. Thus, Sonoco realizes that it needs reinvent itself in order to remain competitive in their market. Hartley has to answer several questions from Sonoco’s CEO, Mr. DeLOach. Between the two plans Hartley presented as a possible solutions fro the company, the horizontal or hybrid structures, she has to prove which one is the best one would fit with the company’s goals. Being in a dynamic market, Sonoco needs a structure that reacts fast to changes in the market, so, a hybrid structure in which the divisions would have some direct involvement with planning, personnel programs, compensation, and benefits. The advantage of this structure is that it would leave a form of divisional Human Resources management intact on which general managers could still call for assistance. Moreover, these new group of Human Resources managers would be able to provide the strategic interact between corporate Human Resources functions and Sonoco’s business goals. Thus, a hybrid structure would be flexible enough to respond quickly to environmental changes, and be able to participate in divisional level strategies. Thus, the hybrid structure suits perfect to a complex organization like Sonoco with advanced technology and dynamic environments such as changing products preferences by costumers and competitors, and as well changing government regulations affecting its business. This hybrid structure aligns perfectly with Sonoco’s flexible strategy to meet the changing demands of its industry and consumers. Furthermore, Sonoco’s members have to choose which option would better ensure the right people were in the right position. Sonoco’s value revolves around people, culture and values. Sonoco’s culture has always played a role in its success with safety, integrity, and respect for the individuals are the roots of its culture. However, since the mid 80’s there was a diminished sense of personal responsibility and accountability that linked into the company. So, some financial goals fell short, but DeLoach’s and Hartley’s new strategies turned this around. Sonoco needs to get a tighter control over this component. During the 1990’s, Sonoco failed to hold its people accountable and develop them, especially the leadership. Sonoco realized this fragmentation led to ineffective succession planning and leadership development that only harmed the company. Thus, the implementation of the new performance management and compensation systems, as well the increased focus on leadership development, and most importantly the succession planning process. It is not only important to have the right people with the right skills now, but to sustain the company’s position into the future; Sonoco has to develop its talent pool and leaders going forward. As a result, a hybrid structure in which the divisions would have some direct involvement with staffing, succession planning, personnel programs, compensation, and benefits would allow to have the people in the right positions at Sonoco. In this hybrid structure, basically the strategy focus on Human Resources Department to planning, and its implementation responsibilities would primarily rely on the top HR Corporate level while the field staff would handle divisional level issues by assisting in rolling out initiatives, performing consulting services. Moreover, besides which option would be more flexible or ensure that the right people were in the right positions, Sonoco as a profit corporation is also looking for the most profitable strategy so the company’s shareholders would be satisfy. Between both structure, the centralized and the hybrid options, the best structure for profitability perspective is the hybryd structure. Even though, the centralized structure projected cost savings is higher thatn the hybrid structure with $3. 1 million for the centralized option compare to the $2. million for the hybrid structure; however, the hybrid structure on the long run would be fair better because consolidating administrative functions where feasible to result in economies of scale would in cure in a bigger savings. Also, having the appropriate systems in place to get the right people in place and up to speed will improve productivity, increase employee satisfaction, reduce waste, and decrease turnover which will result in incre ased profits on an ongoing basis during the years which also helps to reduce employee turnover ratio which means that Sonoco would safe on training programs for new employees. Last but no least, Sonoco has to select the structure that matches the organization’s principle that â€Å" people build businesses†. This phrase is true, but no organization can win business if the people in the organization are not in the right position or there is lack of communication with in the organization. It is really important that a company’s strategy, structure, and systems are well defined, so that the Human Resources would hold it all together which includes details on how a company trains, socializes, integrates, motivates, and manages the careers of its human resources or also known human capital. So, the hybrid structure would best fit Sonoco’s principle â€Å"people build business† Sonoco realized this fragmentation led to ineffective succession planning and leadership development and it would harm the organization. It is not only important to have the right people with the right skills now, the most important is that the people are in the right positions in order to build businesses which with a hybrid structure the divisions would have some direct impact on how people are motivated with in the organization which would lead to a high performance from each departments and the company as a whole. Additionally, Sonoco took advantage of the concept of incorporating diversity into its business, which would bring new ideas to the business, and that workforce diversity would play as a competitive advantage against competitors. In conclusion, due to Sonoco’s complex organization with advanced technology and dynamic environments typically fair better with a hybrid structure. This structure aligns perfectly with Sonoco’s flexible strategy to meet the changing demands of its industry and consumers. Moreover, a hybrid option allows for the right people with the right skills to be where they are most beneficial to the organization; so, this way they get the development and attention that they need to produce the results top management and shareholders expects. In addition, as far as meeting Sonoco’s financial targets, the hybrid structure would over time fair better than the centralized option due to the flexibility to changes in he environment. Thus, having the appropriate systems in place to get the right people in place and up to speed will improve productivity, increase employee satisfaction, reduce waste, and decrease turnover which would result in increased profits on an ongoing basis for Sonoco, and with the hybrid structure in place, more attention could be given where needed. To illustrate, while the corporate function worked on high level initiatives, the field Human Resources Department staff could provide insight or suggestions on how to make this best work for the divisional managers. This being said, Human Resources would be acting in a proactive way to the business needs. Furthermore, the Human Resources field manager could also observe and communicate what compensation plans may work best since they would have firsthand knowledge of operation and the staff. Ultimately, these actions will result in improved operations and cost reductions for Sonoco. References Thomas, D. , Groysberg, B. , Reavis, C. (n. d. ). Sonoco Products Company (A): Building a World-Class HR Organization [Review of Harvard Business School]. 1-25. Mission statement Sonoco. (2009). Retrieved November 15, 2010, from sonoco. com/sonoco/Home/About+Us/cor_mission_statement. htm

Wiley Post and Will Rogers Killed in Plane Crash

Wiley Post and Will Rogers Killed in Plane Crash On August 15, 1935, famous aviator Wiley Post and popular humorist Will Rogers were flying together in a Lockheed hybrid airplane when they crashed just 15 miles outside of Point Barrow, Alaska. The engine had stalled just after take-off, causing the plane to nose-dive and crash into a lagoon. Both Post and Rogers died instantly. The death of these two great men, who had brought hope and lightheartedness during the dark days of the Great Depression, was a shocking loss to the nation. Who Was Wiley Post? Wiley Post and Will Rogers were two men from Oklahoma (well, Post had been born in Texas but then moved to Oklahoma as a young boy), who broke free from their ordinary backgrounds and became beloved figures of their time. Wiley Post was a moody, determined man who had started life out on a farm but dreamed of flying. After a brief stint in the army and then in jail, Post spent his free time as a parachutist for a flying circus. Surprisingly, it wasn’t the flying circus that cost him his left eye; instead, it was an accident at his day job- working at an oil field. The financial settlement from this accident allowed Post to buy his first aircraft. Despite missing an eye, Wiley Post became an exceptional pilot. In 1931, Post and his navigator, Harold Gatty, flew Posts trusty Winnie Mae around the world in just under nine days- breaking the previous record by nearly two weeks. This feat made Wiley Post famous around the world. In 1933, Post flew around the world again. This time not only did he do it solo, he also broke his own record. Following these amazing journeys, Wiley Post decided to take to the skies- high in the sky. Post flew at high altitudes, pioneering the world’s first pressure suit to do so (Posts’ suit eventually became the basis for spacesuits). Who Was Will Rogers? Will Rogers was generally a more grounded, genial fellow. Rogers received his down-to-earth beginnings on his family ranch. It was here that Rogers learned the skills he needed to become a trick roper. Leaving the farm to work on vaudeville and then later in movies, Rogers became a popular cowboy figure. Rogers, however, became most famous for his writing. As a syndicated columnist for The New York Times, Rogers used folk wisdom and earthy banter to comment on the world around him.  Many of Will Rogers’ witticism are remembered and oft-quoted to this day. The Decision to Fly to Alaska Besides both being famous, Wiley Post and Will Rogers seemed like very different people. And yet, the two men had long been friends. Back in the day before Post was famous, he would give individuals rides here or there in his airplane. It was during one of these rides that Post met Rogers. It was this friendship that led to their fateful flight together. Wiley Post was planning an investigative tour of Alaska and Russia to see about creating a mail/passenger route from the United States to Russia. He was originally going to take his wife, Mae, and aviatrix Faye Gillis Wells; however, at the last minute, Wells dropped out. As a replacement, Post asked Rogers to join (and help fund) the trip. Rogers agreed and was very excited about the trip. So excited, in fact, that Posts’ wife decided not to join the two men on the excursion, opting to go back home to Oklahoma rather than endure the harsh camping and hunting trips the two men had planned. The Plane Was too Heavy Wiley Post had used his old, but trusty Winnie Mae for both his round-the-world trips. However, Winnie Mae was now outdated and so Post needed a new aircraft for his Alaska-Russia venture. Struggling for funds, Post decided to piece together a plane that would suit his needs. Starting with a fuselage from a Lockheed Orion, Post added extra-long wings from a Lockheed Explorer. He then changed out the regular engine and replaced it with a 550-horsepower Wasp engine that was 145 pounds heavier than the original. Adding an instrument panel from the Winnie Mae and a heavy Hamilton propeller, the plane was getting heavy. Then Post changed out the 160-gallon original fuel tanks and replaced them with the larger- and heavier- 260-gallon tanks. Although the plane was already getting too heavy, Post was not done with his changes. Since Alaska was still a frontier territory, there were not a lot of long stretches on which to land a regular airplane. Thus, Post wanted to add pontoons onto the plane so that they could land on rivers, lakes, and marshes. Through his Alaskan aviator friend Joe Crosson, Post had requested to borrow a pair of Edo 5300 pontoons, to be delivered to Seattle. However, when Post and Rogers arrived in Seattle, the requested pontoons had not yet arrived. Since Rogers was anxious to start the trip and Post anxious to avoid the Department of Commerce inspector, Post took a pair of pontoons off a Fokker tri-motor plane and, despite them being extra long, had them attached to the plane. The plane, which officially had no name, was quite a mismatch of parts. Red with a streak of silver, the fuselage was dwarfed by the huge pontoons. The plane was clearly too nose-heavy. This fact would lead directly to the crash. The Crash Wiley Post and Will Rogers, accompanied by supplies that included two cases of chili (one of Rogers’ favorite foods), set off for Alaska from Seattle at 9:20 am on August 6, 1935. They made a number of stops, visited friends, watched caribou, and enjoyed the scenery. Rogers also regularly typed up newspaper articles on the typewriter he brought along. After partially refueling at Fairbanks and then fully refueling at Lake Harding on August 15, Post and Rogers were headed to the very small town of Point Barrow, 510 miles away. Rogers was intrigued. He wanted to meet an elderly man named Charlie Brower. Brower had lived for 50 years at this remote location and was often called the â€Å"King of the Arctic.† It would make a perfect interview for his column. Rogers was never to meet Brower, however. During this flight, fog set in and, despite flying low to the ground, Post got lost. After circling the area, they spotted some Eskimos and decided to stop and ask for directions. After landing safely in Walakpa Bay, Post and Rogers got out of the airplane and asked Clair Okpeaha, a local sealer, for directions. Discovering that they were only 15 miles away from their destination, the two men ate the dinner offered them and chatted amiably with the locals, then got back into the plane. By this time, the engine had cooled. Everything seemed to start okay. Post taxied the plane and then lifted off. But when the plane reached about 50 feet into the air, the engine stalled. Normally, this would not necessarily be a fatal problem since planes could glide for a while and then perhaps restart. However, since this plane was so incredibly nose-heavy, the nose of the plane pointed straight down. There was no time for a restart or any other maneuver. The plane crashed back into the lagoon nose first, making a big splash, and then tilting onto its back. A small fire had started but lasted only seconds. Post was trapped under the wreckage, pinned to the engine. Rogers had been thrown clear, into the water. Both had died immediately upon impact. Okpeaha witnessed the accident and then ran to Point Barrow for help. The Aftermath Men from Point Barrow got on a motorized whale boat and headed to the crash scene. They were able to retrieve both bodies, noticing that Post’s watch was broken, stopped at 8:18 pm, while Rogers’ watch still worked. The plane, with a split fuselage and a broken right wing, had been completely destroyed. When the news of the deaths of 36-year-old Wiley Post and 55-year-old Will Rogers reached the public, there was a general outcry. Flags were lowered to half-staff, an honor usually reserved for presidents and dignitaries.  The Smithsonian Institution bought Wiley Posts Winnie Mae, which remains on display at the National Air and Space Museum in Washington DC. Near the crash site now sits two concrete monuments to remember the tragic accident that took the lives of two great men.

Customer Relationship Management in the Business-to-Business Market in Assignment

Customer Relationship Management in the Business-to-Business Market in Brazil - Assignment Example Research has identified that development of trust in B2B marketing is imperative, especially when there is a cultural or geographical disparity between both partners (Moment 2001; Burkert 1994). Trust is the most critical value-added constituent in this business relationship. Companies that engage in B2B marketing, especially when working with international partners, must focus on establishing conviction and reliance in order to progress forward and experience the long-run synergies provided by successful partnership development. This report focuses on business-to-business marketing in Brazil, a country in which there are established hierarchies of business relationship development that actually do take into consideration the dynamics of interpersonal relationship development in order to build the necessary trust between partners. The report also focuses on the tangibles of customer relationship with Pfizer, an international pharmaceutical company operating in B2B environments. Pfizer believes that value-added activities are critical to establishing an appropriate customer relationship management system to ensure long-run sustainability of the marketing relationship. The majority of these activities include reliance on technology to support interactivity between trading partners. Vendors that have been pre-approved are granted access to Pfizer’s technology systems, allowing them to track their own invoice movements and also submit orders through Pfizer’s e-business website (Pfizer 2013). This not only adds convenience but sets the foundation for the vital trust required. According to Starnes, Truhon and McCarthy (2010) trust is only established over time and building this relationship is a cyclical process of reciprocal acts.  

(Art) Michelangelo's ceiling in the Sistine Chapel Essay

(Art) Michelangelo's ceiling in the Sistine Chapel - Essay Example â€Å"In the same way that a painter could reduce the human form or settings to a play of geometrical figures, so could the merchant simplify all things to geometrical configurations† (Lemaitre & Lessing, 1993, p. 15). This common language forced artists to examine the world a bit more closely while also giving them the ability to display more realistic images that were better able to illustrate the natural world. This led to the development of numerous artistic techniques including linear perspective, chiaroscuro and foreshortening, different artistic mediums such as frescoes and new methods of working in often difficult places. These techniques, medium and need to overcome new challenges were all employed by Michelangelo in completing one of his most famous works, the Sistine Chapel. Before he could even begin painting, the first challenge Michelangelo had to overcome was reaching the ceiling itself. The architect of the ceiling project, Bramante, provided Michelangelo with some scaffolding that was suspended from the ceiling on ropes. â€Å"When Michelangelo saw it, he was convinced that Bramante was trying to discredit him in the eyes of the pope because he knew that when the scaffolding was removed it would leave holes in the ceiling and ruin the painting† (Marszalek & Panagakis, 2004). To avoid this problem, Michelangelo created his own scaffolding which was basically a flat wooden platform supported by brackets. These brackets were built out from the walls near the tops of the windows instead of hanging from the ceiling. They had the extra bonus of being reached via a series of zigzag ladders. With the scaffolding problem solved, the old ceiling was removed and a new coat of a special kind of plaster was applied to start the fresco process. This first layer of plaster, â€Å"called the arriccio, would be spread over the entire ceiling to a thickness of roughly three-quarters of an inch,

The inspector in JB Priestlys Essay Example for Free

The inspector in JB Priestlys Essay An Inspector Calls by JB Priestly is a morality play that deals with responsibility, society, class and family. In this essay I am going to explore the way the playwright creates a function for the inspector, and how it is displayed through, several different techniques. We are told nothing whatsoever about the inspector except form his name. Inspector Gooles name is weird and sort of resembles a ghost or a spirit. He might have been a spirit, sent on behalf of the dead women, to torment and make the other characters of the play feel guilty. JB Priestly obviously didnt want any of the characters to really know who he was. The inspector was very mysterious and a suspicious character. Some of the inspectors functions include how he moves the story forward. The inspector moves and does things at his own will. When he interrupts, no one does anything, he moves onto each suspect when he likes. Also leaves when he likes. In Act one, the Birlings family were having a celebration and were all enjoying themselves. However, when the inspector had arrived from nowhere, the atmosphere had dramatically changed. The atmosphere is now much tense for both the characters and the audience. When the inspector had arrived, he created at once an impression of massiveness, solidity and purposefulness. Thats how the inspector changed the atmosphere for both the characters and audience and this shows the effect too. This function of the inspector changes everything for the worse, and their evening is destroyed. Inspector: (cutting in) Never mind about that. You can settle that between you afterwards. (to Sheila. ) What happened? This creates tension especially when he is cutting in, this also indicates that the inspector can interrupt when he likes and is a dominating character when he speaks. The inspector also takes control of the situation all the way throughout the whole play, he is the person that structures the play. This effects the characters and the audience in an important way. It portrays to the characters and audience that the inspector is a person, which is in charge and is very determined in whatever he does. The inspector represents four main things and they are: responsibility, society, class and family. The way the inspector represents responsibility, is very powerful. For example in the inspectors final speech, he says We are members of one body. We are responsible for each other. Thats the way the inspector had symbolised responsibility. The inspector felt very strong about responsibility too, he said And I tell you that the time will soon come when, if men will not learn that lesson, then they will be taught it in fire and blood and anguish. The function of the inspector was to illustrate that we are responsible for each other and our actions. This effects the characters in many ways. This makes Sheila and Eric realise what they have done to the poor girl. This also effects the audience, it makes them also realise about people around them and we all should be responsible for each other. Audiences that were watching the play in 1945, set in 1912 would have been shocked, to see a man strongly representing something that he had believed in.

Sylvia Plaths The Bell Jar - Feminist Thought :: Feminism Feminist Women Criticism

The Bell Jar   - Feminist Thought The Bell Jar  Ã‚   This autobiographical novel by Sylvia Plath follows the story of Esther Greenwood, a third year college student who spends her summer at a lady's fashion magazine in Manhattan. But despite her high expectations, Esther becomes bored with her work and uncertain about her own future. She even grows estranged from her traditional-minded boyfriend, Buddy Willard, a medical student later diagnosed with TB. Upon returning to her hometown New England suburb, Esther discovers that she was not selected to take a Harvard summer school fiction course, and subsequently starts to slip into depression. Esther finds herself unable to concentrate and perform daily tasks. Therefore she decides to undergo a few sessions with Dr. Gordon, a psychiatrist, and even undergoes treatments of electroshock therapy. As the depression sinks in, Esther becomes obsessive about suicide, and tries to kill herself by crawling into the cellar where she subsequently ingested a bottle of sleeping pills. Esther's attempt fails and she is taken to a city hospital, and then over to a private psychiatric institution by the intervention of a benefactor. As Esther begins to recover, she develops a close relationship with her psychiatrist Dr. Nolan, and eventually leaves the hospital as a transformed woman. This transformation, spiritual reassessment or moral reconciliation is exactly the kind of happy ending described by Fay Weldon. In The Bell Jar, Sylvia Plath ends the book with the scene of Esther going into meet the doctors of the mental evaluation board. She is standing outside the room with Dr. Nolan, observing the people around her and making observations about herself: 'Don't be scared,' Doctor Nolan had said.But inspite of Doctor Nolan's reassurances, I was scared to death. There ought, I thought, to be a ritual for being born twice patched, retreaded and approved for the road, I was trying to think of an appropriate one when Doctor Nolan appeared out of nowhere and touched me on the shoulder. All right, Esther. I rose and followed her to the door..and guided myself by them (the doctors), as by a magical thread, I stepped into the room. (pg.199) This particular assessment is significant to the rest of the work because Esther goes through a drastic change in order to get where she is now. At the start of the novel, Esther is seen as very intelligent, yet she faces the woman's dilemma of choosing between career and family to the ambivalence of remaining a virgin.

Thomas Green

A person’s success in an organization not only depends on his or her personality and ability, but also how he or she manages office politics and resolves conflicts. In order to successfully manage interpersonal relations within a corporate environment, one also needs to understand the power and influence structures in one’s organization. Failure to develop effective work relationships can cause job dissatisfaction, low work performance, unnecessary conflicts, and potentially getting fired from one’s job.Thomas Green Case is a great example of how different work styles and office politics can result in a career crisis. After reviewing the following case study, I have concluded that both parties are responsible for the lack of synergy between the employee, Green, and upper-management, Davis. The underlying root cause of these problems occurring in the office is from the lack of respect the co-workers have for one another.There are several other possible underlying root causes of these employee-managerial altercations such as Thomas Green’s immense amount of confidence in himself, or Frank Davis’ approach on how to handle certain situations, however, the lack of respect for one another is the root cause of the inappropriate challenges to authority Green has expressed, and the ill-favored atmosphere Davis has created. Company's BackgroundDynamic Displays was founded in 1990 as a provider of self-service options to banks via Automated Teller Machines (ATMs). In 1994, Dynamic Displays launched a new division at the Travel and  Hospitality Industry, and developed their first self-service check-in kiosk for  Discover Airlines. These kiosks not only reduced costs but also improved  customer service, shortened passenger wait times, and provided valuable information to these travelers. But now due to web check-in facility  is kiosk is facing a danger of lacking behind. Introduction:This is a case about Thomas Green, a 28 year guy , who was recruited in Dynamic Displays as an account  executive got promoted to senior marketing specialist within few months was finding difficulty in adjusting with  immediate boss Frank Davis. The conflict between the two now had reached its limit affecting the enthusiasm of Thomas Green and can result  in termination of Green. This case throws light on role of politics, dynamics of the power and importance of  communication within an organization. 1. Define the Problem: Describe the type of case and what problem(s) or issue(s) should be the focus for your analysis.Problem: In the case of â€Å"Thomas Green: power, office politics, and a career in Crisis†, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to ch oose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion.After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to McDonald. I’m going to analyze the issue for Green and suggest solutions to solve the problem. Thomas Green has a serious problem at Dynamic Displays. After joining the company in March of 2007, Green spent 6 months dazzling his superiors with his salesmanship and ability to create a strong rapport with his clients.He was also able to create a rapport with Shannon McDonald, the division vice president and Mary Jacobs, the national sales director. Green was able to impress McDonald to the point that, when a senior market specialist position opened up, she promoted him to the position, while advising him, â€Å"Thi s new job will require you to think strategically as well as tactically†¦I am hoping you compensate for your lack of experience by seeking out guidance from some of our more seasoned managers. † The promotion of Thomas Green did not go unnoticed, of course.The position had been vacated by Frank Davis, who had been promoted to marketing director and now supervised the position. Davis had hoped to choose his replacement for the position and Green would not have been his choice. Be that as it may, both Green and Davis appeared ready to work together, with Davis stating, â€Å"We had some good meetings this week and the clients responded well to your ideas. However, I think we would have been more effective if we had been able to provide the clients with some market data. † Problem Statement:Thomas Green, a young account executive, was offered by Shannon McDonald the opportunity of a lifetime to quickly climb up the career ladder at Dynamic Displays, and become a senio r market specialist. However, this wasn’t kindly embraced by the person who was going to be his boss, Frank Davis, who was the one supposed to choose a person for that position. Several conflicts arose between them, mainly due to work style differences and failed expectations, and Green is facing a meeting with McDonald to give his point of view about the whole situation.Now the question is â€Å"What should Thomas Green do? †. He just started to look for a new place to live and was dealing with a long distance relationship, is it the best time to quit the job? Root Cause and Analysis Current scenario /Problem The main problem is that Davis and Green both believe that they have the power to perform their job better than the other. Lack of proactive action taken by McDonald as she never the mail regarding Green's  performance seriously. Davis want of maintaining the power  distance was also one of the problems. Highly individualistic nature of both Green and Davis. 2.List any outside concepts that can be applied: Write down any principles, frameworks or theories that can be applied to this case. One of the reasons one might think that all these conflict happened is because Davis was the one supposed to choose the person for the job Green was assigned to, and he wasn’t definitely going to pick him. He could be also somewhat resentful towards Green since he had worked all the way throughout his life to have a successful career and Green just â€Å"won† the career lottery. Hence, even if Green met with all his expectations and went above and beyond, he would have never been satisfied.A second theory was that Davis had a really hard time dealing with Green’s attempt to challenge his forecasts in front of an audience, since he didn’t have the experience or knowledge to question them and decided to make is life miserable from then on. A third hypothesis, and the most plausible one, is that Green just didn’t cope wi th Davis’s requirements and was not the professional he was supposed to be. A difference in work styles was certainly one of the main causes for this clash. While Green adopted a more â€Å"face to face†, informal and intuitive approach, Davis was much more organized and structured, and adopted an authoritative stance. . List relevant qualitative data: evidence related to or based on the quality or character of something. 4. List relevant quantitative data: evidence related to or based on the amount or number of something. 5. Describe the results of your analysis: What evidence have you accumulated that supports one interpretation over another. Respect is defined in Webster’s Dictionary as â€Å"esteem for or a sense of the worth or excellence of a person, a personal quality or ability, or something considered as the manifestation of a personal quality or ability. The underlying root cause of the lack of synergy in Dynamic Display’s work place is the lac k of respect the employee has for his superior and vice versa. Thomas Green doesn’t respect Frank Davis’ leadership strategies and the amount of experience Davis has, while Davis doesn’t respect Thomas Green’s potential and his ability to correctly do his job effectively and efficiently. Frank Davis had his mind set on whom he wanted as the new senior market specialist and Thomas Green was not who he originally had in mind.This is displayed when Shannon McDonald informed Thomas Green about his new boss, â€Å" Tom, you are walking into a sticky situation with Frank Davis. Frank had expected to choose the new senior market specialist and it would not have been you. You’ll have to deal with any fallout that might result from that† (p. 3). Frank Davis had very high expectations in a little amount of time for Green to show the best of his abilities. 6. Describe alternative actions: List and prioritize possible recommendations or actions that com e out of your analysis.Possible Solutions / Recommendation McDonald can remove Green from the current position of Senior Market Specialist and put him at the new position where his Sales  skills can best utilized in interest of organization. McDonald can act as an intermediary between Davis and Green. She can separately talk to  both and try to convey the point of views of Green and Davis to each other in order to create win-win situation and aligning their individual goals with the organization goals. She can encourage Green to  ask Davis for managerial advice and try to convince Davis to help him.Green can be given adequate training so that he can understand the necessary managerial skills that are needed for the position he is in and he should also be educated about employing correct office politics. Davis should clearly lay down the organizational goals and rules and should use his position of power to influence Green to  abide by them. Green shouldn't change the job (to o much loan) and try to change his style of working and try to develop skills which he lacked  (pointed out by Davis and others) which not only helped him in his growth within the organization but  also will add to organization success 7.Describe your preferred action plan: Write a clear statement of what you would recommend including short, medium and long-term steps to be carried out. Learning's from the case This case portrays office politics and if not treated properly can create problems in an organization. This case gives insight how power  distance in an organization can cause problems. This case illustrates the importance of proper communication between the different members of organization. This case is also proves that point that if proactive action is not taken by leader  then it can result in bigger issues a.What is Thomas Green’a situation? The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly c riticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based on â€Å"creative accounting† and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and Green is concerned that Davis is building a case to fire him.Green's situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is Green's relationship with his boss's boss. Radical thoughts and style: Thomas Green is a young and dynamic graduate from University of Georgia in Bachelor's  degree  in Economics and has a six year work experience as account executive. He is relatively still not that experienced and he is very power hungry, which  probably caused him to use Shannon to further his goals rather than looking after the interest of the orga nization.Inability to blend in the organization and not listen to his immediate boss: Green was reluctant to listen to his boss, Davis and hence was unable to mould himself to the needs of  the organization. As a result, the boss got vexed with his lack of documented numbers and updating his scheduler properly. Inconspicuous  promotion  of Green: Green's (having less age than others plus only few months of job with the organization) promotion was not clear. Although Shannon took a chance in promoting Green, Davis might have asked for an experienced person to take the  position.Just because Green and Shannon were in the same college alumni and from the same state (Georgia), and the  fact that he cajoled her into promoting him. Lack of showing interest on feedback of a guy whom she hired: Though we see that Shannon  promoted Green, she was not concerned enough to carefully read through the performance review given by Davis and taking some proactive action. It can be assume d that if she would have taken enough interest in giving Green some important suggestions, about how to improve his work, things might have been different.Personal relationship is a source of conflict: The personal relationship between Shannon and Green is also cause of concern as it already caused Shannon to err in her judgment. There is very little visibility of Greens work in the organization which also accounts for his lack of alias in the organization and his low-influence. b. What are the different work styles, personalities and expectations of Davis and Green? What are the work styles and personalities of Thomas Green and Frank Davis? Thomas Green and Frank Davis have completely different work styles, and their personalities are also very contrasting.Thomas Green is an ambitious, bright and aggressive young man without any managerial experience. Green was unable to look at issues based on a structural and long-term view. Most of all he is interested in the end result of the p erformance, not in the detailed plan or a structure of the job. Although he is an excellent seller with strong hard skills, he has a poor strategic and tactical lore, ignoring office politics. Green is clearly annoyed by office politics and rather than taking the time to learn about the culture of the firm he chooses to ignore the cultural norms and values that existed.Thomas is too self-confident to ask for guidance from more matured colleagues that results in a complete failure of an effective work and establishing of friendly relations with his boss, Frank Davis. Frank Davis on a contrary is an excellent strategic player. Davis would rather to make memos and presentations for a meeting, while Green prefers to deliver his ideas directly to clients and talk face to face. Frank pays much attention to the office politics, strong efforts and enthusiasm of the employee.As he had just been promoted from the position of a senior market specialist he for sure was competent and experienced in the way the things should be done. He got used to a precise planning of an every detail, schedule and documentation. That depicts him as a highly organized person with perfect managerial skills. Thomas Green and Frank Davis use different working styles, and their personalities are also very different. When dealing with clients, Frank uses memos, proposals and also uses data to back up his proposals and give the client a better idea on what they are investing in.Thomas is more of a face to face to guy. He delivers is ideas to the clients and expect them to jump on board just by trusting his ideas. In the article Thomas is sketched to be very intelligent and talented and that causes him to be arrogant and overly confident. Frank Davis on the other hand was very concerned about the future of the company. He is portrayed as a visionary that believes in facts to achieve his goals. Even though they were so different in working styles and personality, both Frank and Thomas were trying to achieve the same goal but their methods were very different.How do the actions of TG differ from the expectations of F. D.? Generally TG work style does not align with FD strategy and procedures. For example; TG doesn’t keep Davis updated about his sales appointments. He doesn’t even listen to FD when he receives orders or other vital information. TG has an inappropriate work style for his new role. FD has optimistic Thomas Green ‘s evaluation of his job as senior market specialist did not meat the expectations of his boss. According to Frank as a senior market specialist, Thomas should think outside the box and develop strategies to capture aggressive growth target.After the first 2 month in the position, Thomas didn’t get a good review from is boss due to his actions. The first thing that affected Thomas performance was the fact that Frank could not locate him because he wasn’t keeping is Outlook Calendar updated. Frank wants to be informed on the progress of his specialist with the tasks that he assigned, and not being able to get in touch with Thomas wasn’t a good look. The second thing was the fact that he wasn’t keeping up with the specific tasks that were assigned to him by Frank. Frank Davis:His long career makes him feel better than Thomas Green: In the initial meeting (Green's first meeting), Green challenges his position on the growth rate forecasts for following year  calling them unrealistic and unattainable. Davis feels that Green is too inexperienced to  justify to him how he got to the 10% growth projection. Positional power also has influence in his actions: Frank Davis thinks that Green is not capable enough to handle the responsibilities nor is he experienced. Therefore he sends along negatively biased report against Green to Shannon in an effort to remove him and get some one more able.About Frank Davis: * Frank Davis is a 17-year veteran of Dynamic Displays. * He joined the company in 1990 as an account executive with the Financial Services Solutions Division. * He also held the position such as market specialist and senior market specialist with the Travel and Hospitality Division. * He is currently the marketing director of the Travel and Hospitality division. * Thomas Green’s immediate boss is Frank Davis, the marketing director. Davis had recently been promoted from position that Green assumed. Thomas Green:Radical thoughts and style: Thomas Green is a young and dynamic graduate from University of Georgia in Bachelor's  degree  in Economics and has a six year work experience as account executive. He is relatively still not that experienced and he is very power hungry, which  probably caused him to use Shannon to further his goals rather than looking after the interest of the organization. Inability to blend in the organization and not listen to his immediate boss: Green was reluctant to listen to his boss, Davis and hence was unable to mould hims elf to the needs of  the organization.As a result, the boss got vexed with his lack of documented numbers and updating his scheduler properly. Thomas green Case Study:- 1) Thomas Green was a high performing individual and could have been a very good leader, if he would have exhibited all the qualities of a true leader. Here is an analysis of Thomas’s leadership style based on Ancona leadership model. a. Inventing:- Thomas was very good on this quality of leadership. Soon after his promotion, when he met Davis, his boss, he was able to come with many new ideas and client responded very positively to these ideas. . Another example of Thomas being inventive:-one of the market specialists who accompanied Thomas to several meeting during the special software project said that Thomas is very creative and can quickly think of new ideas on his feet. b. Visioning:- One of the very important example of Thomas being a visionary was that he know what he wants in his career. He was able to see the position where he wants to be in his organization. And using his inventing capability he was able to make a way to that promotion i.Another example of Thomas’s visioning skill:- In-spite of positive indicators of the market stats (as per Davis) Thomas was able to see that market is actually not going in that direction. Thomas was more close to the consumers. After he stepped into this new role he met many clients, their account executives and market specialist. Based on his meetings he was able to predict that 10% growth, which Davis forecasted was not achievable. c. Sense making:- Thomas was good in this skill also. His ideas made sense to clients (clients responded well to his ideas).Also he was able to convince McDonald that he is a better fit for the new senior marketing specialist position. While in meeting he was able to invent new ideas for his clients which totally got the clients interested in his ideas. d. Relating: – This was something Thomas fel l behind on. McDonald informed him that he is walking into a tricky situation; still he was not able to relate this warning to Davis’s behavior. During Budgeting and forecasting meeting he openly challenged Davis’ forecasted growth of 10 %.He was not able to relate that Davis was doing this forecasting for past several years and Thomas is the young new guy, challenging Davis Openly will make Davis very upset. In addition he was not able to relate to McDonald either. After the promotion he did not follow up with McDonald to keep him posted of the dynamics going on between him and Davis. Further he was not able to relate to his clients. He was able to walk them through the benefits they will get based on his idea, however, he was not able to provide data supporting his ideas.Green was a high potential worker, if he has been more successful in relating to the people around him then he could have been very strong and influential leader. c. What is your analysis of Green's actions and job performance to date? What is your analysis of Thomas Green’s actions and job performance in his first five months? What mistakes has he made? Thomas Green doesn’t have much to show for after his first five months on the job. I feel Mr. Green was the most effective during the first few weeks after his promotion. He was able to accomplish a lot before the Budget Plan Meeting on October 8, 2008.One of Mr. Green’s biggest mistakes was publicly disagreeing with Mr. Davis’ sales growth projections. Mr. Green’s performance decreased drastically after this meeting. Mr. Green, in my opinion, spent the next several months complaining about the inflated sales goal, and trying to get others in Dynamic Displays to see his point of view. During Mr. Green’s second month performance evaluation, Mr. Green and Mr. Davis spoke about several things he had been doing wrong. Some of these problems were: not keeping an updated schedule, not followi ng up when information is requested, and a lack of enthusiasm.Because Mr. Green felt like he was being micromanaged he was very reluctant to do what Mr. Davis had suggested. Mr. Green did not heed his boss’s advice about using hard data and presentations. Mr. Green later received feedback from several of his sales associates that this hard data was going to be essential in closing the sales with many of the prospective clients. What actions, if any, would you recommend for Thomas Green to take? (Be sure to explain WHY these are the actions he should take. ) Mr. Green’s first plan of action should be to complete the self-evaluation of his performance that Ms.McDonald, Mr. Davis’ boss, asked him to complete. Mr. Green should use the points Mr. Davis suggested when completing the self-evaluation, because this is how upper management will be viewing him as well. Furthermore, I feel Mr. Green needs to listen to Mr. Davis more. Mr. Davis was in the same position he wa s just a few months Analysis: Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation.Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed to the problem. For example, Davis prefers using memos or presentations when a meeting is set up, while Green would rather talk to his client directly or talk about things face to face.In addition, lack of communication further deteriorated the situation between Davis and Green. Despite Green’s relationship with Davis as a subordinate, they were less connected with each other for their job progress and they didnâ€℠¢t communicate well. Lastly, the most important thing we need is trust when working in a company or collaborating with other people. The environment in Dynamic Displays lacked trust. On the one hand, Davis required his subordinates to keep him informed of their progress and schedules.On the other hand, Green didn’t trust Davis’s evaluation and he suspected Davis had an intention to get rid of him. Analysis: One of the problems that has aroused was the inconspicuous promotion of Thomas Green. Shannon McDonald promoted Green due to the fact that they graduated from the same college and were both from the same state. They shared a similar background which gave more incentive to promote Green, although he lacked experience in the organization. Personal relationship between the two was a source of conflict, which altered Shannon’s judgment.Shannon also lacked interest of the Davis’s performance reviews. To avoid conflict, she should have provided Green with su ggestions on how to improve his work ethic. As described in the case, Thomas Green is a young graduate from the University of Georgia, with a Bachelor’s degree in Economics and a six year work experience as an account executive. Although Green has little experience, he aggressively seeks to advance his position in the organization, using Shannon to further his goals. Instead of pursuing the goals of the organization, he only looks out after his own personal gains.Another problem of Green’s was his inability to connect with the organization and refusal to follow Davis’s instructions. Due to Green’s reluctant behavior, Davis was faced with a lack of documented numbers and failure to update his schedule accordingly. Therefore, he was unable to reach the goals of the organization. Frank Davis’s problem is that he feels that he is much more experienced than Green due to his long career. Green challenges Davis’s position on the growth rate forecas ts for the following year, calling them unrealistic and unattainable. Davis feels that Green is too inexperienced for his justification.Some solutions that could have avoided the problem is that Shannon could have put Green in the new position, allowing him to fully utilize his sales skills in interest of the organization. Also, she could have individually spoken to Davis and Green creating a win-win situation for them and aligning their individual goals with the organization’s goals. Green should have received training so that he could understand the managerial skills needed for his position. d. What are the possible underlying agenda’s for Davis and McDonalds? Power, Office Politics, and Career in CrisisIn this essay I will attempt to answer why the actions of Thomas Green were so different than what his boss Frank Davis expected of him. I will also address the individual agendas of the two bosses and how each person wants to be treated. In identifying the power base s that were used by each person, I will go to French and Ravens personal bases of power to see how each could have used them more effectively, while also identifying if any of those powers were abused. An old Yugoslavian Proverb states, â€Å"If you wish to know what a man is, place him in authority! †Ã‚   Actions Differ from ExpectationsFrom the information given Thomas Greens promotion given by Shannon McDonald was one that put him in a very difficult situation from the beginning. His new boss, Frank Davis, was promoted out of the very position that Green just assumed and Davis had not wanted to promote Green to this position in the first place. Then Thomas spent most all of his time during that first week reviewing the old sales reviews, after which during the following week, Frank Davis gave Tom a whirl wind review and tour of all the major airline clients he had contact with for the company.After which Frank told Tom that their meetings had gone good and the clients real ly liked his ideas. At which point Frank said, â€Å"I think we would have been more effective if we had been able to provide the clients with some market data. † (Sasser ; Beckham, 2008) Frank even gave Tom some very specific things he needed to do like; spending a lot of time preparing to meet the clients and have proposals with supporting details that can be given to the clients. He also tasked him with developing the Market Strategy for his assigned area of responsibility.The back ground of Tom was that he is a guy that is able to keep it all in his head and this makes a great salesman, but his new position is one that requires him to have the documentation to back up what he is e. What should Thomas Green do? In the case of Thomas Green, the best possible solution would be to set up a meeting with McDonald. As the company Vice President, it would be best for Green to speak directly to the head of the department, especially since it was McDonald herself who granted Greenà ¢â‚¬â„¢s promotion.In this meeting, it would also help for Green to request Frank Davis’ presence, so that there are no hidden or mixed messages among the two employees. Judging from the three’s characters, it is easy to see why their current problem occurred. As vice president, McDonald became too trusting with Green’s abilities despite only having minimal experience in the position he sought for. As an aspiring corporate leader, Green was all too confident in his ideas and determination to see any mistakes in his actions. Finally, as the marketing director (not to mention, the previous holder of Green’s current position) Davis’ was more ager to doubt Green rather than to trust him. Collectively, each person made it difficult to have teamwork, and a sense of unity as a company. While Green recognizes the different options he has, nothing will benefit him more than choosing to discuss his performance with his superiors. In doing this, not only will he be able to plead his case, but a personal and physical discussion of the problem would avoid the possibility of having his reasons misunderstood, something an impersonal note or email would do. One of the contributing problems to their current situation is that Frank Davis has all but faith in his newly promoted subordinate.In telling Green to keep quiet of his forecasts being overstated, not only is Davis misusing his power as a superior, but he is also being close-minded. When superiors are reluctant in having their decisions challenged, subordinates are less encouraged to throw out ideas and suggestions. This is a reason why keeping quiet is not the best option for Green. Although it may not be written that it is his responsibility to question his boss, just because Davis is Green’s superior does not mean his forecasts are always accurate.

Objectives Project Essay

Project termination can happen for many reason some out of control of the project managers. If the project is successful or not successful you have to ensure that many task are complete to terminate the project. Our project is going to be successful and when the project is complete will be sure that all final task will be closed out properly. There will be a proper termination of the project making sure that it ends effectively and efficient. At the ends of the project the following task must be completed the project will be complete, it will be delivered and accepted by the client, a finalized report will be prepared, all bills will have been paid and invoiced to the client, all resources will be returned to the proper places, all documentation for the project will be stored in the proper manner, and the project books will be properly closed. The methods that we are going to use to ensure that the project met its objectives is by using retrospectives. While conducting the retrospectives we will evaluate many sections from the project context and descriptions, the project timelines, and evaluations of what is going right and what went wrong throughout the project and how to prevent those issues in the future. By evaluation where the project had issues and coming up with a solution will better provide us an example of thing to avoid in the future. There are six main criteria that will be reviewed to the fullest to determine the success rate of the project. The first criteria is the schedule, was the project completed in the proper time frame if it was not what was the issues that caused the project to take longer to complete to be successful. The second criteria is going to be cost. Was the project completed under budget, on budget, or over budget and if over budget what was the cause of being over budget. The third criteria would be product, was the product satisfactory and meet the need of the client. The fourth criteria is use, was the project implemented and used for its original purpose and was it function able. Fifth criteria being value, was the project and overall success. The last criteria is going to be learn, what was learned throughout the project, should have there been changes that could have been made to make the project more successful. Reviewing all six of these criteria will ensure that our project was successful on our part and that our client is also satisfied.

Ganglion Cells essays

Ganglion Cells essays Light is changed into sight by converting light into electrical stimuli. These electrical impulses are sent from the retina to the brain and are interpreted as images. The retina is membrane lines the inside wall of the eye which consists of 5 main cells: photoreceptors (rods The ganglion cell collects the electrical messages concerning the visual signal from the two layers of nerve cells preceding it in the retinal wiring scheme. The ganglion cell represents the ultimate signaller to the brain for retinal information. Ganglion cells transmit signals (via electrical pathways) to the brain, with a small amount of calcium flow into the cell. Ganglion cells are larger on average than most preceding retinal interneurons and have large diameter axons capable of passing the electrical signal to the retinal recipient areas of the brain many millimeters or centimeters distant from the retina. The optic nerve collects all the axons of the ganglion cells and this bundle of more than a million fibers (in humans) then passes information to the next relay station in the brain for sorting and integrating into further information processing channels. There are many different varieties of ganglion cells which can be classified based on form, number of sublayers in the stratification levels in the inner plexiform layer, cell body and dendritic tree size. For example the large ganglion cells, with open radiate branching patterns, process fast, transient impulse trains and in all vertebrate retinas are concerned with motion detection and alerting the animal to threatening, moving visual imagery. While small bushy ganglion cell types are concerned with processing small stationa ...

Brahmanism For Beginners

Brahmanism For Beginners Brahmanism,  also known as Proto-Hinduism, was an early religion in the Indian sub-continent that was based on Vedic writing. It is considered an early form of Hinduism. Vedic writing refers to the Vedas, the hymns of the Aryans, who if they actually did so, invaded in the second millennium B.C. Otherwise, they were the resident nobles. In Brahmanism, the Brahmins, who included priests, performed the sacred offices required in the Vedas.   The Highest Caste This complex sacrificial religion emerged in 900 B.C.  The strong Brahman power and priests who have lived and shared with the Brahman people  included an Indian society caste where only members of the highest caste were able to become priests. While there are other castes, such as the Kshatriyas, Vaishyas, and the Shudras, the Brahmins include priests who teach and maintain sacred knowledge of the religion. One large ritual that occurs with local Brahman males, that are part of this social caste, includes chants, prayers, and hymns. This ritual occurs in Kerala in South India where the language is unknown, with words and sentences being misunderstood by even the Brahmans themselves. Despite this, the ritual has been a part of the male culture in generations for more than 10,000 years. Beliefs and Hinduism The belief in one true God, Brahman, is at the core of the Hinduism religion. The supreme spirit is celebrated through the symbolism of the Om.  The central practice of Brahmanism is sacrifice while Moksha, the liberation, bliss and unification with the Godhead, is the main mission. While the terminology varies by the religious philosopher,  Brahmanism is considered to be the predecessor  of Hinduism.  It is regarded as the same thing due to the Hindus getting their name from the Indus River where the Aryans performed the Vedas. Metaphysical Spirituality Metaphysics is a central concept to the Brahmanism belief system. The idea is that That which existed before the creation of the universe, which constitutes all of the existence thereafter, and into which the universe will dissolve into, followed by similar endless creation-maintenance-destruction cycles according to Sir  Monier Monier-Williams  in  BrÄ hmanism and HindÃ… «ism.  This type of spirituality seeks to understand that which is above or transcends the physical environment we live in. It explores life on earth and in spirit and acquires knowledge  about human character, how the mind works and interaction with people.   Reincarnation The Brahmans believe in reincarnation and Karma, according to early texts from the Vedas. In Brahminism and Hinduism, a soul reincarnates on earth repeatedly and eventually transforms into a perfect soul, reuniting with the Source. Reincarnation can happen through several bodies, forms, births, and deaths before becoming perfect. Sources From Brahmanism to Hinduism: Negotiating the Myth of the Great Tradition, by Vijay Nath. Social Scientist, Vol. 29, No. 3/4 (Mar. - Apr. 2001), pp. 19-50.

Blackberry outperform iphone in features and users Research Proposal

Blackberry outperform iphone in features and users - Research Proposal Example Objectives Some people say that iphone is far more superior to blackberry whereas others say that blackberry is superior to iphone in features and users. I strongly believe that blackberry has definite edge over iphone in number of users and better features and the major objective of this research is to establish my claims. Introduction/Background Apple Company’s iphone and Research In Motion (RIM)’s blackberry were the most popular mobile phones in the world currently. These products are currently engaged in fierce battle for supremacy across global markets. For example, Chinese and Indian markets are believed to be the most promising emerging markets in the world now because of the rapid economic growth happening there. Both blackberry and iphone are currently trying to establish in these markets. Both the products have its merits as well as demerits. BlackBerry functions as a personal digital assistant with address book, calendar, memopad, and task list capabilities whereas iphone has features like touch screen, enhanced internet browsing capacities, superior audio and video playing and capturing abilities etc. Bbalckberry can also functions as a portable media player and it is capable of sending and receiving Internet e-mail wherever mobile network service coverage is present, or through Wi-Fi connectivity. Methodology This research is intended to be conducted based on secondary data alone. Internet, printed articles, books etc will be used for collecting secondary data about iphone and blackberry. Both qualitative and quantitative data will be used in this research in order to establish my claims. This research will be completed within two weeks. The first 10 days will be used for collecting data and the last five days will be used for writing the final paper. It can be tentatively conclude that blackberry is superior to iphone. Literature review Black Berry phones have superior messaging features. Auto-text, auto-correct, text prediction, su pport for many languages, keyboard shortcuts, push notifications for email etc are some of the messaging features which are superior to iphone. Social networking sites such as Facebook, Twitter, Myspace, etc can be easily accessed through blackberries. Berry Messenger, Google Talk, ICQ, Windows Live Messenger, AOL Instant Messenger and Yahoo Messenger are the instant message services available in blackberries. Even though, iphone has some of these features, it cannot work as smoothly as blackberries. Blackberries have superior browsing speed and superior message handling facilities compared to iphones. Perhaps even more significantly, the iPhone fails to synchronize as well as the BlackBerry. When a BlackBerry user changes a calendar event or some contact information on his or her desktop computer in Exchange, the changes automatically appear on the BlackBerry. This makes keeping track of basic business information a snap because one never has to worry about acting on outdated data or manually updating one’s handheld. In contrast, the iPhone does not synchronize calendar and contact information wirelessly, which makes it less dependable for information ultimately stored on a server (Hendrickson, 2007) The iPhone’s functions can be easily accessed through a touch screen display using mainly by the finger commands. Moreover the picture quality (25,000 pixels per inch) of iphone is one of the bests among the new generation mobile phones. However, current blackberries have all these