Link Manufacturing Process and Product Life Cycles

133 Link manufacturing process and product life cycles Focusing on the process gives a new dimension to strategy Robert H. Hayes and Steven C. Wheelwright Although the product life cycle concept may have value for managers, its emphasis on marketing can make it inadequate for strategic planners. These authors point out that using a process life cycle can help a company choose among its various manufacturing and marketing options. Using the concept of a â€Å"product-process matrix,† they show how a company's position reflects its weaknesses and strengths, and they discuss the implications for corporate strategy. Mr. Hayes is professor of business administration at the Harvard Business School. He is currently serving as faculty chairman of and teaching at Harvard's Senior Managers Program in Vevcy, Switzerland. One of his previous articles in HBR is â€Å"How Should You Organize Manufacturing? † (coauthor, Roger W. Schmenner, JanuaryFchruary 1978). Mr. Wheelwright is associate professor of business administration at the Harvard Business School. He is currently teaching in the MBA program and is faculty chairman of Harvard's executive program on Manufacturing in Corporate Strategy. One of his previous HBR articles is â€Å"Corporate Forecasting: Promise and Reality,† [coauthor, Darral G. Clarke, NovemberDecember 1976). The regularity of the growth cyeles of living organisms has always fascinated thoughtful observers and has invited a variety of attempts to apply the same principles—of a predictable sequence of rapid growth followed by maturation, decline, and death-to companies and selected industries. One such concept, known as the â€Å"product life cycle/' has been studied in a wide range of organizational settings. However, there are sufficient opposing theories to raise the doubts of people like N. K. Dhalla and S. Yuspeh, who argued in these same pages a few years ago that businessmen should forget the product life cycle concept. Irrespective of whether the product life cycle pattern is a general rule or holds only for specific cases, it does provide a useful and provocative framework for thinking about the growth and development of a new p roduct, a company, or an entire industry. One of the major shortcomings of this approach, however, is that it concentrates on the marketing implieations of the life cycle pattern. In so doing, it implies that other aspects of the business and industry environment move in concert with the market life cycle. While such a view may help one to think back on the kinds of ehanges that occur in different industries, an individual company will often find it too simplistic for use in its strategic planning. In fact, the concept may even be misleading in strategic planning. In this article we suggest that separating the product life cycle concept from a related but distinct phenomenon that we will call the â€Å"process life I TJie Product Life Cycle and Internationa! Trade. Louis T. Wells, |r. , ed. ICambridge, Mass. ; HarvaiiJ University Press, 1D71I, im example. proviJcs evidence from a number of industries that argues for broad application of this concept, 2. N. K. Dhalla and S. Yuspirh, â€Å"Forget the Priidutt Life Cycle Cnni;epU† HBR I3nuary-February 197(1, p. 101. 134 Harvard Business Review January-February 1979 cycle† facilitates the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. The product-process matrix The process life cycle has heen attracting increasing attention from husiness managers and researchers over the past several years. ^ Just as a product and market pass through a series of major stages, so does the production process used in the manufacture of that product. The process evolution typically hegins with a â€Å"fluid† process—one that is highly flexible, hut not very cost efficient—and proceeds toward increasing standardization, mechanization, and automation. This evolution culminates in a â€Å"systemic process† that is very efficient hut much more capital intensive, nterrelated, and hence less flexible than the original fluid process. Using a product-process matrix, Exhibit I suggests one way in which the interaction of both the product and the process life cycle stages can he represented. The rows of this matrix represent the major stages through whieh a production process tends to pass in going from the fluid form in the top row to the sys temic form in the bottom row. The columns represent the product life cycle phases, going from the great variety associated with startup on the left-hand side to standardized commodity products on the right-hand side. Diagonal position A company [or a husiness unit within a diversified company) can be characterized as occupying a particular region in the matrix, determined by the stage of the product life cycle and its choice of production process for that product. Some simple examples may clarify this. Typical of a company positioned in the upper left-hand comer is a commercial printer. In such a company, each job is unique and a jumbled flow or job shop process is usually selected as being most effective in meeting those product requirements. In such a job shop, jobs arrive in different forms and require different tasks, and thus the equipment tends to be relatively general purpose. Also, that equipment is seldom used at ioo% capacity, the workers typically have a wide range of production skills, and each joh takes much longer to go through the plant than the lahor hours required by that job. Further down the diagonal in this matrix, the manufacturer of heavy equipment usually chooses a production structure characterized as a â€Å"disconnected line flow† process. Although the company may make a numher of products (a customer may even be able to order a somewhat customized unit), economies of scale in manufacturing usually lead such companies to offer several hasic models with a variety of options. This enables manufacturing to move from a job shop to a flow pattern in which batches of a given model proceed irregularly through a series of work stations, or possihly even a lowvolume assembly line. Even further down the diagonal, for a product like automobiles or major home appliances, a company will generally choose to ake only a few models and use a relatively mechanized and connected production process, such as a moving assembly line. Such a process matches the product life cycle requirements that the automobile companies must satisfy with the economies availahle from a standardized and automated process. Finally, down in the far right-hand comer of the matrix, one would find refinery operations, such as oil or sugar processing, where the pro duct is a commodity and the process is continuous. Although such operations are highly specialized, inflexible, and capital intensive, their disadvantages are more than offset by the low variable costs arising from a high volume passing through a standardized process. In Exhibit 7, two corners in the matrix are void of industries or individual companies. The upper right-hand comer eharacterizes a commodity product produced by a job-shop process that is simply not economical. Thus there are no companies or industries located in that sector. Similarly, the lower left-hand corner represents a one-of-a-kind product that is made by continuous or very specific processes. Such processes are simply too inflexible for such unique product requirements. Off the diagonal The examples cited thus far have been the more familiar â€Å"diagonal cases,† in which a certain kind of product structure is matehed with its â€Å"natural† process structure. But a company may seek a position 3. For example, William ), Abernathy and Philip L. Townscnd, â€Å"TechnoloRy, Pioductivity, and Process Changes,† in Tachnalo^icdl Forfcoitinj: iind Social Cbange, Volume VII, No. 4, 1975, p. ^79) Abcmathy and lames Ulierback, â€Å"DyQ. mic Model of Process and Product Innovation,† Omega, Volume HI, No. 6, 1975, p. 6i9i Abernathy and Uuerback, â€Å"Innovation and the Evolution of Technology in the Firm,† Harvard Business School Working P. iper |HBS 7S->fiR, Revised |unc 197^!. Process life cycles 135 Exhibit I Matching major stages of product and process life cycles Product structure Product life cycle stage I Low volume-low standardization, on e of a kind Multiple products low volume Few major products higher volume IV High volume-high standardization. commodity products Process structure Process life cycle stage Jumbled flow (job shop) Commercial printer Disconnected line Mow (batch) Heavy equipment Connected line flow (assembly line) Automobile assembly IV Continuous flow off the diagonal instead of right on it, to its competitive advantage. Rolls-Royce Ltd. still makes a limited product line of motor cars using a process that is more like a job shop than an assembly line. A company that allows itself to drift from the diagonal without understanding the likely implications of such a shift is asking for trouhle. This is apparently the case with several companies in the factory housing industry that allowed their manufacturing operations to become too capital intensive and too de- 136 Harvard Business Review January-February 1979 pendent on stable, high-volume production in the early 1970s. As one might expect, when a company moves too far away from the diagonal, it hecomes increasingly dissimilar from its competitors. This may or may not, depending on its success in achieving focus and exploiting the advantages of its niche, make it more vulnerable to attack. Coordinating marketing and manufacturing may become more difficult as the two areas confront increasingly different opportunities and pressures. Not infrequently, companies find that either inadvertently or by conscious choice they are at positions on the matrix very dissimilar from those of their competitors and must consider drastic remedial action. Most small companies that enter a mature industry start off this way, of course, which provides one explanation of both the strengths and the weaknesses of their situation. One example of a company's matching its movements on these two dimensions with changes in its industry is that of Zenith Radio Corporation in the mid-1960s. Zenith had generally followed a strategy of maintaining a high degree of flexibility in its manufacturing facilities for color television receivers. We would characterize this process structure at that time as being stage 2. When planning additional capacity for color TV manufacturing in 1966 [during the height of the rapid growth in the market), however. Zenith chose to expand production capacity in a way that represented a clear move down the process dimension, toward the matrix diagonal, by consolidating color TV assembly in two large plants. One of these was in a relatively low-cost labor area in the United States. While Zenith continued to have facilities that were more flexible than those of other companies in the industry, this decision reflected corporate management's assessment of the need to stay within range of the industry on tbe process dimension so that its excellent marketing strategy would not be constrained by inefficient manufacturing. It is interesting that seven years later Zenith made a similar decision to keep all of its production of color television chasses in the United States, rather than lose the flexibility and incur the costs of moving production to the Far East. This decision, in conjunction with others made in the past five years, is now being called into question. Using our terminology. Zenith again finds itself too far above the diagonal, in comparison with its large, primarily Japanese, competitors, most of whom have mechanized their production processes, positioned them in low-wage countries, and embarked on other costreduction programs. Incorporating this additional dimension into strategic planning encourages more creative thinking about organizational competence and competitive advantage. It also can lead to more informed predictions about the changes that are likely to occur in a particular industry and to consideration of the strategies that might be followed in responding to such charges. Finally, it provides a natural way to involve manufacturing managers in the planning process so that they can relate their opportunities and decisions more effectively with marketing strategy and corporate goals. The experience of the late 1960s and early 1970s suggests that major competitive advantages can accrue to companies that are able to integrate their manufacturing and marketing organization with a common strategy. ^ Using the concept We will explore three issues that follow from the product-process life cycle: [1) the concept of distinctive competence, [2) the management implications of selecting a particular product-process combination, considering the competition, and |3) the organizing of different operating units so that they can specialize on separate portions of the total manufacturing task while still maintaining overall coordination. Distinctive competence Most companies like to think of themselves as being particularly good relative to their competitors in certain areas, and they try to avoid competition in others. Their objective is to guard this distinctive competence against outside attacks or internal aimlessncss and to exploit it where possible. From time to time, unfortunately, management becomes preoccupied with marketing concerns and loses sight of the value of manufacturing abilities. When this happens, it thinks about strategy in terms only of the product and market dimension within a product life cycle context. In effect, management concentrates resources and planning efforts on a relatively narrow column of the matrix shown in Exhibit 1 on page r35. 4. See â€Å"Manufacturing—Missing Link in Corporate Stiatcgy,† by Wickham Skinner, HBR May-June 1969, p. i]6. Process life cycles 137 Exhibit II Expanded product-process matrix Product structure Product lite cycle stage III Low volume —low standardization, one of a kind Process structure Process life cycle stage Multiple products low volume Few major products higher volume IV High volume-fiigh standardization. commodity products Key management tasks Flexibilityquality †¢ Fast reaction †¢ Loading plant, estimating capacity †¢Estimating costs and delivery times †¢ Breaking bottlenecks †¢ Order tracing and expediting †¢ Systematizing diverse elements †¢ Developing standards and methods, improvement †¢ Balancing process stages †¢ Managing large, specialized, and complex operations †¢ Meeling material requirements †¢ Running equipment at peak efficiency †¢ Timing expansion and technological change †¢ Raising required capital Jumbled flow (lobshop) Disconnected line flow (batch) Connected line flow (assembly line) IV Continuous flow Hone Dependabilitycost Flexibility-quality Dependability-cosi dominant competitive mode †¢ Custom design †¢ General purpose †¢ High margins †¢ †¢ †¢ †¢ Custom design Ouality control Service High margins †¢ Standardized design †¢ Volume manufacturing †¢ Finished goods inventory †¢ Distribution †¢ Backup suppliers †¢ Vertical integration †¢ Long runs †¢ Specialized equipment and processes †¢ Economies of scale †¢ Standardized material The advantage of the two-dimensional point of view is that it permits a company to be more precise about what its distinctive competence really is and to concentrate its attentions on a restricted set of process decisions and alternatives, as well as a re- stricted set of marketing alternatives. Real focus is maintained only when the emphasis is on a single â€Å"patch† in the matrix—a process focus as well as a product or market focus. As suggested by Wickham Skinner, narrowing the focus of the business unit's 138 Harvard Business Review January-February 1979 ctivities and the supporting manufacturing plant's activities may greatly increase the chance of success for the organization/' Thinking about both process and product dimensions can affect the way a company defines its â€Å"product. † For example, we recently explored the case of a specialized manufacturer of printed circuit boards. Management's initial assessment of its position on the m. atrix was that it was producing a lowvolume, one-of-a-kind product using a highly connected assembly line process. (This would place it in the lower left comer of the matrix. On further reflection, however, management decided that while the company specialized in small production batches, the â€Å"product† it really was offering was a design capability for special purpose circuit boards. In a sense, then, it was mass producing designs rather than boards. Hence, the company was not far off the diagonal after all. This knowledge of the company's distinctive competence was helpful to management as it considered different projects and decisions, only some of which were supportive of the company's actual position on the matrix. Effects of position As a company undertakes different combinations of product and process, management problems change. It is the interaction between these two that determines which tasks will be critical for a given company or industry. Along the process structure dimension, for example, the key competitive advantage of a jumbled flow operation is its flexibility to both product and volume changes. As one moves toward more standardized processes, the competitive emphasis generally shifts from flexibility and quality (measured in terms of product specialization) to reliability, predictability, and cost. A similar sequence of competitive emphases occurs as a company moves along the product structure dimension. These movements in priorities are illustrated in Exhibit 11 For a given product structure, a company whose competitive emphasis is on quality or new product development would choose a much more flexible production operation than would a competitor who has the same product structure but who follows a cost-minimizing strategy. Alternatively, a company that chooses a given process structure reinforces the characteristics of that structure by adopting the corresponding product structure. The former approach 5. â€Å"The Focused Factory,† HBR May-June 1974, p. 113. 6. Robert H. Hayes and Roger W. Schmenner, â€Å"How Should You Organize Manufacturing? † HBR January-February iy78, p. 105. positions the company above the diagonal, while the latter positions it somewhere along it. A company's location on the matrix should take into account its traditional orientation. Many companies tend to be relatively aggressive along the dimension—product or process-where they feel most competent and take the other dimension as â€Å"given† by the industry and environment. For example, a marketing-oriented company seeking to be responsive to the needs of a given market is more likely to emphasize flexibility and quality than tbe manufacturing-oriented company that seeks to mold the market to its cost or process leadership. An example of these two competitive approaches in the electric motor industry is provided by the contrast between Reliance Electric and Emerson Electric. Reliance, on the one hand, has apparently chosen production processes that place it above the diagonal for a given product and market, and the company emphasizes product customizing and performance. Emerson, on the other hand, tends to position itself below the diagonal and emphasizes cost reduction. As a result of this difference in emphasis, the majority of Reliance's products are in the upper left quadrant, while Emerson's products tend to be in the lower right quadrant. Even where the two companies' product lines overlap. Reliance is likely to use a more fluid process for that product, while Emerson is more likely to use a standardized process. Eaeh company has sought to develop a set of competitive skills in manufacturing and marketing that will make it more effective within its selected quadrants. Concentrating on the upper left versus the lower right quadrant has many additional implications for a company. The management that chooses to compete primarily in the upper left has to decide when to drop or abandon a product or market, while for the management choosing to compete in the lower right a major decision is when to eater the market. In the latter case, the company can watch the market develop and does not have as much need for flexibility as do companies that position themselves in the upper left, since product and market changes typically occur less frequently during the later phases of the product life cycle. Such thinking about both product and process expertise is particularly useful in selecting the match of these two dimensions for a new product. Those familiar with the digital watch industry may recall that in the early 1970s Texas Instruments introduced a jewelry line digital watch. This product represented a matrix combination in the upper left-hand quadrant, as shown in Exhibit U. Unfortunately, this line Process life cycles 139 of watches was disappointing to Texas Instruments, in terms of both volume and profitability. Early in 1976, therefore, TI introduced a digital watch selling for $19. 95. With only one electronic module and a connected line flow production process, this watch represented a combination of product and process further down the diagonal and much more in keeping with TI's traditional strengths and emphases. Organizing operations If management considers the process structure dimension of organizational competence and strategy, it can usually focus its operating units much more effectively on their individual tasks. For example, many companies face the problem of how to organize production of spare parts for their primary products. While increasing volume of the primary products may have caused the company to move down the diagonal, the follow-on demand for spare parts may require a combination of product and process structures more toward the upper left-hand corner of the matrix. There are many more items to be manufactured, each in smaller volume, and the appropriate process tends to be more flexible than may be the case for the primary product. To accomodate the specific requirements of spare parts production, a cohipany might develop a separate facility for them or simply separate their production within the same facility. Probably the least appropriate approach is to leave such production undifferentiated from the production of the basic product, since this would require the plant to span too broad a range of both product and process, making it less efficient and less effective for both categories of product. The choice of product and process structures will determine the kind of manufacturing problems that will be important for management. Some of the key tasks related to a particular process structure are indicated on the right side of Exhibit U. Recognizing the impact that the company's position on the matrix has on these important tasks will often suggest changes in various aspects of the policies and procedures the company uses in managing its manufacturing function, particularly in its manufacturing control system. Also, measures used to monitor and evaluate the company's manufacturing performance must reflect the matrix position selected if such measures are to be both useful and consistent with the corporate goals and strategy. Such a task-oriented analysis might help a company avoid the loss of control over manufacturing that often results when a standard set of control mechanisms is applied to all products and processes. It also suggests the need for different types of management skills [and managers], depending on the company's major manufacturing tasks and dominant competitive modes. While a fairly narrow focus may be required for success in any single product market, companies that are large enough can [and do) effectively produce multiple products in multiple markets. These are often in different stages of the product life cycle. However, for such an operation to be successful, a company must separate and organize its manufacturing facilities to best meet the needs of each product and then develop sales volumes that are large enough to make those manufacturing units competitive. An example of separating a company's total manufacturing capability into specialized units is provided by the Lynchburg Foundry, a wholly owned subsidiary of the Mead Corporation. This foundry has five plants in Virginia. As Exhibit U shows, these plants represent different positions on the matrix. One plant is a job shop, making mostly one-of-akind products. Two plants use a decoupled batch process and make several major products. A fourth plant is a paced assembly line operation that makes only a few products, mainly for the automative market. The fifth plant is a highly automated pipe plant, making what is largely a commodity item. While the basic technology is somewhat different in each plant, there are many similarities. However, the production layout, the manufacturing processes, and the control systems are very different. This company chose to design its plants so that each would meet the needs of a specific segment of the market in the most competitive manner. Its success would suggest that this has been an effective way to match manufacturing capabilities with market demand. Companies that specialize their operating units according to the needs of specific, narrowly defined patches on the matrix will often encounter problems in integrating those units into a coordinated whole. A recent article suggested that a company can be most successful by organizing its manufacturing function around either a product-market focus or a process focus. * That is, individual units will either manage themselves relatively autonomously, responding directly to the needs of the markets they serve, or they will be divided according to process stages (for example, fabrication, subassembly, and final assembly), all coordinated by a central staff. Companies in the major materials industriessteel companies and oil companies, for exampleprovide classic examples of process-organized manu- 140 Harvard Business Review January-February 1979 facturing organizations. Most companies that broaden the span of their process through vertical integration tend to adopt such an organzation, at least initially. Then again, companies that adopt a product- or market-oriented organization in manufacturing tend to have a strong market orientation and are unwilling to accept the organizational rigidity and lengthened response time that usually accompany centralized coordination. Most companies in the packaging industry provide examples of such product- and market-focused manufacturing organizations. Regional plants that serve geographical market areas are set up to reduce transportation costs and provide better response to market requirements. A number of companies that historically have organized themselves around products or markets have found that, as their products matured and as they have moved to become more vertically integrated, a conflict has arisen between their original productorganized manufacturing facilities and the needs of their process-oriented internal supply units. As the competitive emphasis has shifted toward cost, companies moving along the diagonal have tended to evolve from a product-oriented manufacturing organization to a process-oriented one. However, at some point, such companies often discover that their operations have hecome so complex with increased volume and increased stages of inhouse production that they defy centralized coordination and management must revert to a more product-oriented organization within a divisionalized structure. ct line with a manufacturing system—a set of people, plants, equipment, technology, policies, and control procedures—that will permit a relatively high degree of flexibility and a relatively low capital intensity? Or should it prefer a system that will permit lower cost production with a loss of some flexibility to change [in products, production volumes, and equipment) and usually a higher degree of capital intensity? This choice will position the company above or below its competito rs along the vertical dimension of our matrix. There are, of course, several dynamic aspects of corporate competitiveness where the concepts of matching the product life cycle with the process life cycle can be applied. In this article, however, we have dealt only with the more static aspects of selecting a position on the matrix. We will discuss in a forthcoming article how a company's position on the product-process matrix might change over time and the traps that it can fall into if the implications of such moves are not carefully evaluated. Strategy implications We can now pull together a number of threads and summarize their implications for corporate strategy. Companies must make a series of interrelated marketing and manufacturing decisions. These choices must be continually reviewed and sometimes changed as the company's products and competitors evolve and mature. A company may choose a product or marketing strategy that gives it a broader or narrower product line than its principal competitors. Such a choice positions it to the left or right of its competitors, along the horizontal dimension of our matrix. Having made this decision, the company has a further choice to make: Should it produce this prod-

Understanding Relative Frequency Histograms

Understanding Relative Frequency Histograms In statistics, there are many terms that have subtle distinctions between them. One example of this is the difference between frequency and relative frequency. Although there are many uses for relative frequencies, there is one in particular that involves a relative frequency histogram. This is a type of graph that has connections to other topics in statistics and mathematical statistics. Definition Histograms are statistical graphs that look like bar graphs. Typically, however, the term histogram is reserved for quantitative variables. The horizontal axis of a histogram is a number line containing classes or bins of uniform length. These bins are intervals of a number line where data can fall and can consist of a single number (typically for discrete data sets that are relatively small) or a range of values (for larger discrete data sets and continuous data). For example, we may be interested in considering the distribution of scores on a 50 point quiz for a class of students. One possible way to construct the bins would be to have a different bin for every 10 points. The vertical axis of a histogram represents the count or frequency that a data value occurs in each of the bins. The higher the bar is, the more data values fall into this range of bin values. To return to our example, if we there are five students who scored more than 40 points on the quiz, then the bar corresponding to the 40 to 50 bin will be five units high. Frequency Histogram Comparison A relative frequency histogram is a minor modification of a typical frequency histogram. Rather than using a vertical axis for the count of data values that fall into a given bin, we use this axis to represent the overall proportion of data values that fall into this bin. Since 100% 1, all bars must have a height from 0 to 1. Furthermore, the heights of all of the bars in our relative frequency histogram must sum to 1. Thus, in the running example that we have been looking at, suppose that there are 25 students in our class and five have scored more than 40 points. Rather than constructing a bar of height five for this bin, we would have a bar of height 5/25 0.2. Comparing a histogram to a relative frequency histogram, each with the same bins, we will notice something. The overall shape of the histograms will be identical. A relative frequency histogram does not emphasize the overall counts in each bin.  Instead, this type of graph focuses on how the number of data values in the bin relates to the other bins.  The way that it shows this relationship is by percentages of the total number of data values. Probability Mass Functions We may wonder what the point is in defining a relative frequency histogram. One key application pertains to discrete random variables where our bins are of width one and are centered about each nonnegative integer. In this case, we can define a piecewise function with values corresponding to the vertical heights of the bars in our relative frequency histogram. This type of function is called a probability mass function. The reason for constructing the function in this way is that the curve that is defined by the function has a direct connection to probability. The area underneath the curve from the values a to b is the probability that the random variable has a value from a to b. The connection between probability and area under the curve is one that shows up repeatedly in mathematical statistics. Using a probability mass function to model a relative frequency histogram is another such connection.

Free Essays on Disfunctional Aspects Of Leadership

Disfunctional Aspects of Leadership When people think of a leader, they think of someone who possesses a number of qualities. They would like to think that he or she is enthusiastic, has good judgment, intelligent, a great speaker, and a good people person as well. Even though all these qualities make up an effective leader, there are still different aspects, which may not be effective, such as Dysfunctional aspects. A leader should stay away from, going against their word, not being open to opinions, and showing weakness in many dysfunctional aspects. Before a person can determine if an individual is a good leader, he or she must know what exactly leadership is. What is leadership? â€Å"Leadership is having the ability to give guidance to those that will follow you† (Rose 1998). â€Å"Those that follow will strive to help complete the mission† (Rose 1998). â€Å"Leadership is an immature science and the body of knowledge in the field has developed through a series of fits and starts† (Jansen 2001). â€Å"Leadership is a soft science, just as anthropology, psychology and sociology† (Jansen 2001). Leadership is power, but only when effective. A significant part of effective leadership is the close connection between the individual leader and his or her followers, as Jansen states (page 205), the success of the leader’s mission. â€Å"Leadership, which comes in many different types of forms but basically heads toward the same goal to communicate with people can be very effective in terms of communication† (Rose 1998). â€Å"Some people are silent leaders and lead by example some are more vocal† (Peter 1996). Nevertheless, whatever type of leader they are, there are certain criteria that must be met before being effective. For example being a dependable role model of some sort, being trust worthy, are things that a true leader must possess to be effective. To be effective they must realize that there are strengths, weaknesse... Free Essays on Disfunctional Aspects Of Leadership Free Essays on Disfunctional Aspects Of Leadership Disfunctional Aspects of Leadership When people think of a leader, they think of someone who possesses a number of qualities. They would like to think that he or she is enthusiastic, has good judgment, intelligent, a great speaker, and a good people person as well. Even though all these qualities make up an effective leader, there are still different aspects, which may not be effective, such as Dysfunctional aspects. A leader should stay away from, going against their word, not being open to opinions, and showing weakness in many dysfunctional aspects. Before a person can determine if an individual is a good leader, he or she must know what exactly leadership is. What is leadership? â€Å"Leadership is having the ability to give guidance to those that will follow you† (Rose 1998). â€Å"Those that follow will strive to help complete the mission† (Rose 1998). â€Å"Leadership is an immature science and the body of knowledge in the field has developed through a series of fits and starts† (Jansen 2001). â€Å"Leadership is a soft science, just as anthropology, psychology and sociology† (Jansen 2001). Leadership is power, but only when effective. A significant part of effective leadership is the close connection between the individual leader and his or her followers, as Jansen states (page 205), the success of the leader’s mission. â€Å"Leadership, which comes in many different types of forms but basically heads toward the same goal to communicate with people can be very effective in terms of communication† (Rose 1998). â€Å"Some people are silent leaders and lead by example some are more vocal† (Peter 1996). Nevertheless, whatever type of leader they are, there are certain criteria that must be met before being effective. For example being a dependable role model of some sort, being trust worthy, are things that a true leader must possess to be effective. To be effective they must realize that there are strengths, weaknesse...

Evo Devo in the Study of Biology

Evo Devo in the Study of Biology Have you heard anyone ever talk about evo-devo? Does it sound like some sort of synthesizer-heavy band from the 1980s? It is actually a relatively new field in the realm of evolutionary biology that explains how species, that start out so similarly, become so diverse as they develop. Evo devo stands for evolutionary developmental biology and has just started being included in the Modern Synthesis of the Theory of Evolution within the past few decades. This field of study encompasses many different ideas and some scientists disagree on what all should be included. However, all who study evo devo agree that the foundation of the field is based on the gene level of inheritance which leads to microevolution. As an embryo develops, certain genes need to be activated in order for the traits carried on that gene to be expressed. Most of the time, there are biological clues for these genes to turn on based on the age of the embryo. Sometimes, environmental conditions can trigger the expression of the developmental genes as well. Not only do these triggers turn on the gene, they also direct the gene on how to be expressed. There are subtle differences between the arms of different animals that are determined by how the genes that carry the trait for limb development are expressed. The same gene that creates a human arm can also create a sparrows wing or a grasshoppers leg. They are not different genes, as previously thought by scientists. Evo Devo and the Theory of Evolution What does this mean for the Theory of Evolution? First and foremost, it lends credibility to the idea that all life on Earth came from a common ancestor. This common ancestor had the exact same genes we see today in all of our modern species. It is not the genes that have evolved over time. Instead, it is how and when (and if) those genes are expressed that has evolved. Also, it helps to give an explanation for how the beak shape of Darwins finches on the Galapagos Islands could have evolved. Natural Selection is the mechanism that chooses which of these ancient genes are expressed and ultimately how they are expressed. Over time, the differences in gene expression led to the great diversity and large numbers of different species we see in the world today. The theory of evo devo also explains why so few genes can create so many complex organisms. It turns out that the same genes are used over and over again but in different ways. The genes that are expressed to create arms in humans may also be used to create legs or even a human heart. Therefore, it is more important how the genes are expressed than how many genes are present. Developmental genes across species are the same and can be expressed in a nearly unlimited number of ways. Embryos of many different species are nearly indistinguishable from each other at the early stages before these developmental genes are turned on. Early embryos of all species have gills or gill pouches and similar overall shapes. It is crucial for these developmental genes to be activated correctly at the right time and at the right place. Scientists have been able to manipulate genes in fruit flies and other species to make limbs and other body parts grow in different places on the body. This proved these genes control many different parts of embryo development. The field of evo devo reaffirms the validity of using animals for medical research. An argument against animal research is the obvious difference in complexity and structure between humans and the research animals. However, with such similarities on a molecular and gene level, studying those animals can give insight into the human, and particularly the development and gene activation of humans.

Carmens Aria A song of Celebration and Self-Realization Essay

Carmens Aria A song of Celebration and Self-Realization - Essay Example The aria explores love from an independent ladies perspective who lives life without any constraint of chasteness or fidelity. It explores the hidden desires in every human mind to lead a similar life. In a poetical sense, Bizet wanted to create a lead character much different from the classical opera heroines of Europe. He specifically used the Habanera music to create an air of mystery and foreignism around the Carmen character. The libretto occurs when Carmen is asked by a group of men whom she will choose as her lover. Carmen expresses her desire to keep her choice open forever through the area. She talks about herself and about her attitude towards love in general. She is exotic, free as a bird and declares her love has no boundaries and cannot be tamed. She warns any men whom she might fall in love with about her indecisive attitude. Carmen neither wants to please any man nor be attached to him for a long time. Her love is like a bird which keeps escaping the boundaries constantly. Bizet hailed Carmen came from a far-off land to justify her exotic nature. The verses of the libretto create ideas related to the theme of naturalism. Carmen is a working-class girl who does not respect much of the middle-class values related to fidelity. Bizet portrays the working class women as strong and sexually demanding who are ready to socialize, free to travel and capable of fighting for themselves. Carmen says her love is like a bird, a rebellious one that nobody can ever win over in the very first line. She concludes the final line of the aria by saying her love will never be bound by any known law. The second stanza of the aria portrays Carmen's choice and taste of men. She prefers a silent mum man than the one who talks constantly. Women are often said to love humorous and talkative men, capable of praising their beauty and virtue.  

Friedrich Nietzsche Morals Essay Example | Topics and Well Written Essays - 1250 words

Friedrich Nietzsche Morals - Essay Example His radical moral philosophy has been a probing topic of analysis in philosophy and there have been several articles dealing with his moral philosophy. There have also been several significant attempts to associate his moral philosophy with other distinctive areas of knowledge including science, epistemology, ethics, and literature. One such critical approach has observed Nietzsche as a bridge between nineteenth-century atomistic science and process philosophy in twentieth-century physics, literature and ethics. Friedrich Ulfers and Mark Daniel Cohen, in their important article, 'Friedrich Nietzsche as Bridge from Nineteenth-Century Atomistic Science to Process Philosophy in Twentieth-Century Physics, Literature and Ethics,' attempt to establish that philosophy has its root in science and Nietzsche's moral philosophy illustrate this point. The major thesis of their article is that "the late nineteenth-century philosopher Friedrich Nietzsche established a philosophy rooted in science and succeeded in laying the foundation for a system of values capable of generating alternate forms of cultural expression--many of which have come to fruition in our own time, many of which have yet to be achieved. In particular, his philosophy, beginning in science, is capable of setting standards for and structuring radical formations in epistemology, ethics, and literature." (Ulfers and Cohen, 21) This paper undertakes an analysis of the article by Ulfers and Cohen in order to comprehend the major arguments of the authors and to respond to them with careful reasoning. Introducing their major arguments, Ulfers and Cohen mention that distinctive emergence of philosophy, art, literature, and science or 'the signal moments of culture' in our social life resulted in the systems of values and they bring about the connection between values and such essential areas of knowledge. The authors also make it explicit that there is essential relationship between science and moral values. "Even presumably objective scientific theories are barometric readings of our assumptions and implicit values. They are litmus tests of the cultural agar in which they grow--indicators of the fertility and of the active bases and acids of the ideological loam" (Ulfers and Cohen, 21) This is a major attempt by the authors to connect value system and scientific roots and they maintain that science has a distinctive connection with everything that mount from the soil. Even the natures of human beings are closely linked with sciences. It is in this background that the authors of th e article present their chief proposition that Friedrich Nietzsche established a philosophy which was rooted in science and put down the groundwork for a system of values that could produce alternate forms of cultural expression. Ulfers and Cohen stipulate that Nietzsche's philosophy started in science and it can lay down standards for and structure fundamental formations in epistemology, ethics, and literature. Therefore, the central argument of the article attempts to illustrate the connection between science and moral value system with the example of Nietzsche's philosophy. "Nietzsche was primarily an ontologist -- a philosopher of the real, a delver

Film Analysis and it's Applications Coursework

Film Analysis and it's Applications - Coursework Example Belfort divorces his loyal wife, begins using both drugs and prostitutes and is a fraudster. He commits a number of crimes as he operates his company aggressively often flaunting some existing laws that govern the operation of stock brokerage firms. The film provides an effective criticism of the society by proving the claim that â€Å"power corrupts† as the main character becomes increasingly powerful. The fact that the film is an adaption of a real life story makes it effective in representing the lives of some of the wealthiest people in the first world. Wall Street, for example, is a representation of America’s financial hub. The 0.7-mile street produces hundreds of millionaires on a yearly basis. The film provides the society with a view to the operations of the stockbrokers. This way, the film shows how the individuals generate their wealth. The film provides a systematic and equally effective criticism of the society thereby influencing the cultural values. From the rise and fall of Belfort in the film, the audience understands the importance of humility, respect, ethical business operations and obedience to the