Athletic Leadership Development Program Essay Example for Free

Athletic Leadership Development Program Essay There is great need to develop effective athletic management programs in high schools. Apart from the fact that students derive direct benefit from such programs, it is also a good training resource since todays high school athletes will eventually take shape as tomorrows sports leaders as coaches, trainers, athletic administrators, sports physicians, sports psychologists and other capacities (Lanasa, Ciletti Lackman, 2005). High school is a very important stage in which students prepare for the future by getting a good education, making friends and participate in other activities such as athletics. It is unfortunate, that many schools have adopted budget cuts that under provide for sports, taking the opinion that money would be better spent on academics. Though it is right that academics come first, sacrificing high school sports is dangerous to the students’ high school experience as it affects their ability to perform at optimum academic levels (Amorose Horn, 2000). Sports are also an important component that helps students develop into well-rounded adults who give full benefits to the country at large. INTRODUCTION This paper will carry out a literature review to illustrate how a School Athletic Leadership Plan works to give students full benefits. In extension, the school as an institution also derives high levels of achievement and satisfaction from the same. It will show how students with an interest in the field of training and treatment of athletes can effectively be prepared by the school athletic training programs. They are a perfect opportunity of gaining college and career preparation. These programs give an appropriate opportunity to the attainment of information, certification, scholarships and networking for students (MacGregor, 2005). HOW TO DEVELOP A LEADERSHIP PROGRAM This section will evaluate the leadership program adopted by Wheeler High School in Indiana. It presents a situation that is appropriate to most high schools where there are potentially good players but their hopes and targets fail to materialize due to lack of a well organized sports framework and leadership in the school. On evaluation of the progress and areas that need change, Snodgrass notes that the foremost problem was the lack of player leadership in the students’ teams coupled with the lack of senior talent (2005). Borrowing from the plan adopted by this school, this paper will give guidelines on how a school athletic leadership plan can be developed. Structure of the program An effective leadership program should start by identifying players that can participate in the plan. For starters, the first class could be made up of six senior and two junior students who would meet weekly for two to three hours over a ten week period (Snodgrass, 2005). In this period, they would they would participate in the curriculum by carrying out the following; Interaction They are expected to visit and spend one or two hours in the curriculum each night (Snodgrass, 2005). From this interaction, the head of the plan identifies the strengths and weaknesses of the selected team by observing how they interact and how committed they are. This is the stage at which the leaders and those with skills valuable to the plan are identified. As they share ideas, hopes and aspirations, this pilot group can come up with an excellent blueprint of the plan since they are better positioned to know what would work with their fellow student athletes and what would not. Activities strengthening core values The activities that strengthen core values are important as they set the plan in motion with the rest of the student athletes. The pilot group of eight should each be assigned a group of student with which they carry out these activities. This could occur in class for discussions and after knowing each other, the group members should engage in out of class activities. Group leaders are expected to call incoming players and engage with them with an aim of getting to know them intimately (University of Wisconsin, 2007). This is a very important step as the group leaders get in a position to identify strengths and weaknesses that might be hidden from the coaches and teachers. This enables the teams to avoid failures that commonly arise from the lack of proper understanding within the team. Leadership in youth camps The eight members of the pilot team should serve as counselor at the summer youth camp. They are expected to take up roles such as teaching a position, coaching the team in flag football, running the punt-pass-kick contest etc (Young Edmonson, 2010). It should involve activities such as story narrations to emphasize the importance of team playing. The plan should be sure to implement a youth summer camp. The Handbook of Organizational Consulting Psychology underscores the importance of such camps in the development of leadership plans. It is from such camps that the members emerge as a team understanding each other, with strong leadership and ready to work together (Fiedler, 2002). The above activities lay the foundation on which the plan can be built upon. After getting the required individuals to spearhead the program and the necessary team sprit, the plan can proceed into the next step in which it formally assembles the best ideas and strategies for the leadership program in form of a blueprint discussed in the following section. PLANNING THE BLUEPRINT Snodgrass defines a blueprint as the process of designing a leadership program in any field from start to finish (2005). It guides the implementation of the whole process and it gives guidelines on how to check progress and success levels. This paper will provide a blueprint that is divided into steps as follows; Step 1: Assembling the planning team According to the program adopted by the Leigh University for the summer of 2007, the planning team should comprise all the key stakeholders to build a program that is acceptable campus wide (Fiedler, 2002). It is imperative to ensure that all individual stakeholders understand the importance of athletics in the life of the students. Teachers and other members of staff should be ready to sacrifice some academic hours in order to bring the plan into track. In this university, the team consisted of coaches from the Athletic Department, administrators and student-athletes as well as staff from the Dean of Student’s Office to attain a healthy balance (Young Edmonson, 2010). They should meet weekly to discuss the rest of the steps in the blueprint. Step 2: Conducting a leadership audit â€Å"The leadership audit is a systematic assessment of leadership development opportunities at the institution and beyond. A complete audit includes both internal and external reviews and inventories all leadership opportunities† (Lanasa, Ciletti Lackman, 2005). Internal audit: The information from this audit should find out whether there are other leadership initiatives on campus in which student-athletes can participate (). Fiddler finds that often these programs are not designed to directly increase the value of the student’s leadership and do not fundamentally impact Athletics as a whole(Amorose Horn, 2000). There should be goal setting and skill building workshops that are conducive to the unique schedules of student-athletes and athletics department staff. External audit: This involves researching specific leadership opportunities at other institutions. This should particularly look for leadership development programs and delivery options within other institutions (Robinson Skinner, 2008). It can be done in neighboring schools that have highly successful leadership development programs to identify crucial aspects that can be adopted. It can also be done online or from other literature on the issue to set good standards for a comprehensive plan. Step 3: Identification of an anchor The anchor is another crucial aspect of the plan that should be in place. Young and Edmonson define it as the â€Å"existing institutional purpose, outreach or reason that makes the program’s efforts essential and justifies the investment of time, energy and resources to support the effort (2010). It helps in the acceptance of the plan since it does not appear as something totally alien. For instance the mission statement of Lehigh University is; â€Å"To advance learning through the integration of teaching, research, and service to others† (Young and Edmonson, 2010). To be in tandem with the school’s mission statement, the Lehigh Athletics Mission Statement could be made to capture that of the institute, e. g. â€Å"Our mission in the Lehigh Athletics Department is to advance learning to develop leadership, and to foster personal growth through comprehensive athletics programming. † (Young and Edmonson, 2010). This way, the plan manages to entrench itself within existing institutional goals and hence all stakeholders can comfortably identify with it and work towards its implementation. As such, teachers for instance would drop their hard line stance towards the plan as they feel it helps in academics. Step 4: Determining the scope The scope is the extent of the leadership experience which encompasses aspects such as how deep the program will be embedded in institutional culture and the programmatic mission and learning objectives (Robinson Skinner, 2008). The scope should be connected to the vision, mission, and learning outcomes of the school’s sports department. Vision: the plan should be aimed at cultivating a culture of leadership which encourages self-awareness, commitment to team playing, and emphasis on values and actions that enhance a good athletic experience. (Amorose Horn, 2000) Mission: the sports department should use the plan to complement and support the larger missions of the institution as a whole. This can be achieved with the use of the transformational leadership theory that enhances student’s leadership skills and understanding (Fiedler, 2002). It should accomplish a sense of community among al stakeholders focusing on the value of positive leadership. Learning outcomes: these are the benefits that the students should derive from participating in the Athletic Leadership Program. Firstly, they enhance their knowledge of basic leadership skills and principles. Others are interpersonal skills, integrity, peer motivation, self awareness and the value of diversity in every situation (University of Wisconsin, 2007). This will enhance their wellbeing in every field of life in school and beyond. Step 5: Shaping the philosophy A philosophy is important in shaping an appropriate vision, mission and goals for a comprehensive Athletic Leadership Program. Robison and Skinner put forward two examples of philosophy that can be used to achieve this end. They do so by addressing the unique needs of student-athletes, teams and coaches (2008). The Transformational Leadership Theory is the primary philosophy in which the program is embedded. â€Å"It describes a course of action where both leaders and participants engage in a mutual, ongoing process of raising one another to higher levels of motivation, moral reasoning, and self-consciousness† (Robinson Skinner, 2008). This encourages collaboration and interdependence within participants by appealing to social and community focused values. Principle-Centered Leadership Theory: this theory is based on principle based leadership. Leaders are required to center their practices in natural based practices. Their values can only be effective if they remain true to these guiding principles, which are identified as; â€Å"continually learning, service-oriented, radiate positive energy, believe in other people, lead balanced lives, see life as an adventure, are synergistic, and exercise for self-renewal† (Robinson Skinner, 2008). Step 6: Selecting delivery framework These are the strategies and individuals to be used for teaching participants about leadership. This includes positional leaders and emerging ones. Positional leaders include coaches and captains who are directly responsible of development of athleticism in individual-student athletes which will ultimately lead them to winning championships (Fiedler, 2002). Emerging leaders include students joining the program and those who have been it for a while and want to further their leadership skills. This way, the plan ensures that it has a never ending supply of talent and new leadership, i. e. it is sustainable. Step 7: Select Assessment and Evaluation Strategies This step ensures that intentional assessment and evaluation tools will are available. It is recommended that the implementation of the blueprint is assessed after the first full year of implementation. The tools to be used for this assessment may include â€Å"focus groups, student-athlete exit interviews, pre- and post-surveys, student-athlete post-season evaluations, etc† (University of Wisconsin, 2007). This process is meant to explore needs, outcomes and satisfaction derived from the plan. CONCLUSION A School Athletic Leadership Plan like the one outlined above will go a long way in accomplishing a varied range of needs in the school. It clearly shows the need to implement an effective plan from which students can derive numerous benefits. The step by step process is imperative in creating a leadership program which is self sustaining and which is deeply rooted in the institutional goals and vision. This ensures that it is embraced by all. REFERENCES Amorose, A. J, and Horn T. S (2000). Intrinsic Motivation: relationship with collegiate athletes’ gender, scholarship status, and perceptions of their coaches’ behavior. Journal of sport and exercise psychology. 22(1), 63 – 84. Fiedler, F. E (2002). Proactive ways to improve leadership performance. Handbook of organizational consulting psychology, 76 – 105, San Francisco: Jossey-Bass Lanasa, J. , Ciletti, D. and Lackman, R. (2005). Designing a Model for Improved Outcomes Among Students- Athletes in Sports Education. Left Coast Press. Retrieved, 6th August, 2010http://lcoastpress. metapress. com/index/6jp60m3240x253mm. pdf MacGregor, G. M. (2005). Designing Student Leadership Programs: Transforming the Leadership Potential of Youth. Youthleadership. com Robison, T. I and Skinner, T. (2008). The Athlete and the Grade Change. Cases in Educational Leadership. Retrieved, 6th August, 2010http://jel. sagepub. com/cgi/content/abstract/11/1/106 Snodgrass, S. (2005). Building a high school leadership program. Gale, Cengage Learning. University of Wisconsin. (2007). A Grounded Theory Of High Quality Leadership Programs: Perspectives From Student Leadership Development Programs In Higher Education. Madison: University of Wisconsin. Young, J. and Edmonson, S. (2010). High School Athletic Directors and Educational Leadership Traits: A Conceptual Analysis of the Literature. Retrieved, 6th August, 2010http://www. ncpeapublications. org/attachments/article/33/m34613. pdf

Free Essays - Act 3 Scene 4 of Hamlet :: Shakespeare Hamlet Essays

Act 3 Scene 4 of Hamlet          Act 3 Scene 4, so called the closet scene, is the first time we see Hamlet and Gertrude together alone. In this scene Hamlet releases his anger and frustration at his mother for the sinful deed she has committed i.e. her marriage to her brother-in-law and the murderer. We can see that Gertrude is unaware of her husband's murder when she says `As kill a King?' and it is the first time she confronts her own behavior. There is a conflict between the two; Hamlet gives powerful replies    `Mother you have my father much offended'    `Go, go, you question with a wicked tongue'    Hamlet takes control of the conversation from the very beginning of the scene although it is Gertrude who was meant to be rebuking him and doing much of the talking. Hamlet succeeds in shaming her until the point when she begs him to stop. Hamlet having the upper hand in the conversation, asks his mother to change her ways, which she agrees to and asks for his advice, showing that she has submitted herself to her son. Hamlet does not really show much respect for his mother while reproving her and forcing her to sit down but he does love her. Some critics believe that his love shows sexual connotation and that is a reason why he gets so upset at her remarriage. There is a point in this scene when Gertrude thinks her life is in danger of Hamlet and gets frightened, which shows us that she considers him to be mad and harmful. After this scene she becomes aware that Hamlet isn't mad and starts trusting him as opposed to Claudius. This is exactly how Shakespeare has presented women throughout the play: they are easy to convince, very meek and become submissive to the men (as we can see Ophelia and her response to her father and brother). They are depicted as weak and inferior in comparison to the male figures, who control their lives. After the closet scene Gertrude keeps faith to her son and lies to her husband Claudius for Hamlet saying he killed Polonius in his madness:    `And in his brainish apprehension Free Essays - Act 3 Scene 4 of Hamlet :: Shakespeare Hamlet Essays Act 3 Scene 4 of Hamlet          Act 3 Scene 4, so called the closet scene, is the first time we see Hamlet and Gertrude together alone. In this scene Hamlet releases his anger and frustration at his mother for the sinful deed she has committed i.e. her marriage to her brother-in-law and the murderer. We can see that Gertrude is unaware of her husband's murder when she says `As kill a King?' and it is the first time she confronts her own behavior. There is a conflict between the two; Hamlet gives powerful replies    `Mother you have my father much offended'    `Go, go, you question with a wicked tongue'    Hamlet takes control of the conversation from the very beginning of the scene although it is Gertrude who was meant to be rebuking him and doing much of the talking. Hamlet succeeds in shaming her until the point when she begs him to stop. Hamlet having the upper hand in the conversation, asks his mother to change her ways, which she agrees to and asks for his advice, showing that she has submitted herself to her son. Hamlet does not really show much respect for his mother while reproving her and forcing her to sit down but he does love her. Some critics believe that his love shows sexual connotation and that is a reason why he gets so upset at her remarriage. There is a point in this scene when Gertrude thinks her life is in danger of Hamlet and gets frightened, which shows us that she considers him to be mad and harmful. After this scene she becomes aware that Hamlet isn't mad and starts trusting him as opposed to Claudius. This is exactly how Shakespeare has presented women throughout the play: they are easy to convince, very meek and become submissive to the men (as we can see Ophelia and her response to her father and brother). They are depicted as weak and inferior in comparison to the male figures, who control their lives. After the closet scene Gertrude keeps faith to her son and lies to her husband Claudius for Hamlet saying he killed Polonius in his madness:    `And in his brainish apprehension

Harley Davidson Company Essay

Harley Davidson Inc is a company that has been in existence for over 100 years. The company is made up of several other subsidiary companies such as the Harley Davidson Motor Company, Harley Davidson Financial Services and Buell Motorcycle Company. These companies work together in the motorcycle industry with the motor cycle companies dealing with the production and marketing of the motorcycles while the financial services deals with providing financial services to the customers and dealers of the company. Harley Davidson Company has undergone various challenges in its internal and external environment such as the World War I and II, the Great Depression and other internal challenges such as the labor strikes and change in ownership. An analysis of the company portrays several strengths, weaknesses, opportunities and threats that the company faces. The company can use the findings of this analysis to develop a grand strategy that can help the company survive the future. The various stakeholders of the company are mostly the customers, the suppliers, dealers, employees, the shareholders and the management of the company. These are the people that are affected by the activities of the company and that also have expectations from the company. The company’s financial performance has been improving during the current financial year due to the restructuring changes that are ongoing. It has reported profits in its operations and also an increase in sales. The strategic issues that the company is facing have also challenged its performance. The shifts in the customers’ tastes and preferences for example have affected the sales of the company’s motorcycles. A grand strategy that focuses on growth through an increase in marketing and an improvement of the company’s product and manufacturing processes can help the company survive the current environment. 1.0 Introduction Companies strive to excel in all manner of situations and overcome the challenges that they face in order to succeed and become competitive. Harley Davidson Inc is once such company. It has been surviving for about 107 years since it was founded in 1903 (Harley-Davidson, n.d). The company has its headquarters in Milwaukee, Wisconsin and was founded by three brothers Arthur, Walter and William Davidson together with a partner, William Harley. The company consists of several subsidiary companies which operate in three continents. The companies include Harley-Davidson Motor Company (HDMC) which deals with the production of motor vehicles together with Buell Motorcycle Company (Buell) (Harley-Davidson, 2010). Harley-Davidson Inc also includes Harley Davidson Financial Services (HDFS) which provides financial services to the dealers and customers of HDMC’s products. It also provides insurance policies and programs to the companies and its customers. HDMC sells motorcycles, together with the accessories and spare parts which it also produces. Harley-Davidson is also involved in other activities such as racing and in the production of bicycles and motor vehicles. The company which has been in existence for years now has survived several political and economical challenges such as the World War 1, the Great Depression, the World War 2 and other company trials such as labor strikes and change in ownership. Despite the many challenges it has undergone over its existence the company has been able to survive. The company’s sales have gone off severally, its quality has also been affected but it has been able to regain both the sales and the quality of its products. It has remained tough in the manufacturing of motorcycles and this has made its brands the most sought after all over the world (Davidson, Thompson, & Barger, 2006). The company has also faced competition from other companies based in the U.S and in other countries such as Japan but it has been able to retain and maintain its market share. Further more; the founders of the company were named American heroes through their innovation with the company receiving several awards for its involvement in the two World Wars and other racing events (United States Department of Labor, n.d). This paper discusses Harley Davidson Company providing a SWOT analysis of the company, a description of its internal and external environment, a financial assessment of the organization as well as summarizing the major strategic issues that have faced the company. It also discusses the next grand strategy that the company can undertake in the future to improve its performance. 2.0 Harley Davidson 2.1 History William Harley, Arthur Davidson and Walter Davidson pooled their resources in 1903 to produce their first practical motorcycle (Harley-Davidson, n.d). The three men were assisted by William A. Davidson on a part time basis and by 1905 they had produced eight machines and they hired their first employee then. William Davidson quit his job in 1907 at the Milwaukee Road railroad and joined the Motor Company (Harley-Davidson, n.d). The Harley Davidson Company was later incorporated in September 1907 with the stock of the firm being split into 4 among the four founders.   At that time the staff of the company had more than doubled from 18 employees in 1906. The size of the company had also doubled by then and dealer recruitment had begun targeting the New England Region. In 1908, the company was able to sell its first motorcycle for police duty in Detroit Police Department and a year later they started motorcycles spare parts. In 1912, the company started building its six storey headquarters at Juneau Avenue in Milwaukee (Harley-Davidson, n.d). The building would also become its main factory with a separate parts and accessories department. During the same year the company made its first sales outside the U.S when it started exporting motorcycles to Japan. Its dealership network also grew to become over 200 dealers. A few years later, the company formed a racing department with Engineer William S. Harley who was assisted by William Ottaway. It also started publishing its first magazine, The Enthusiast which became the first motorcycle magazine all over the world (Harley-Davidson, n.d). In 1917, when the World War I started, the company was asked by the military to produce motorcycles to be used during the war. The company produced over 20,000 motorcycles to be used specifically by the military for the war (Speed Ace, n.d). The involvement of the company in producing motorcycles for the military enabled it to survive the war. By 1920 the company had become the largest motorcycle manufacturer in the world due to the number of motorcycles it produced and the size of its facilities. It was operating in over 67 countries and had over 2000 dealers all over the world (Harley-Davidson, n.d). In the year 1941 when the World War II started, the company suspended the production of civilian motorcycles and started producing more military motorcycles (Harley-Davidson, n.d). The company also developed specific models for the army and in 1943; the company received the first of its 4 Army –Navy Awards for its excellent performance while producing motorcycles for the army. The company had produced over 60,000 models for military use (Harley-Davidson, n.d). When the war ended, the company wasting no time it resumed the production of civilian motorcycles. In the year 1952, the company was charged with restrictive practices after they applied to the US Tariff Commission for a 40% tax to be imposed on the imported motorcycles (Speed Ace, n.d). In 1953, as the company was celebrating its 50th anniversary, an attractive logo was developed that would depict the engine that had brought the company that far (Harley-Davidson , n.d). During the same year, Hendee Manufacturing Company, the Indian Motorcycle Company in the U.S, went out of business leaving Harley Davidson as the sole U.S motorcycle manufacturer over the next 46 years. The year 1969 was not a great year for the company as the American Machine and Foundry (AMF) acquired the Motor Company and made some changes that affected the company for years to come (Masker, 2007). AMF worked to streamline the production activities of the company and reduced the workforce in a bid to reduce the costs of the company. These changes were beneficial to the company in the short term but they became very damaging to the future of the business and in its long term. The reduction in the workforce led to a labor strike that affected the performance of the company. Furthermore the changes that had been done led to a reduction in the quality of the motorcycles that were produced over the years. The sales of the company were affected and the company almost went bankrupt. It was during this time that the Japanese manufacturers caught up with the company with their better quality, technology and increased stock. The regime by AMF lasted until 1981 when the company was bought back by 13 senior executives who were led by Vaughn Beals and Willie G. Davidson. The group bought the company for about $80 million and they were they able to set up the company to its load of recovery (Masker, 2007). Soon after in 1986 the company was listed in the American Stock Exchange and started to trade publicly in the year 1969. A year later the company was listed in the New York Stock Exchange and it petitioned the International Trade Commission to terminate a five year tariff on heavy weight motor cycles. This was seen as a major step for the company as it boldly stated it was in a position to compete fairly in the market. In 1993 the company celebrated its 90th anniversary with over 100,000 people parading their motorcycles in Milwaukee, Wisconsin (Harley-Davidson, n.d). The company also purchased a minority interest in Buell Motorcycle Company which was manufacturing American sport motorcycles. In 1998 the company opened a new assembly facility that was to be the first of its kind outside the United States. The facility was opened in Manaus Brazil when the company was celebrating its 95th Anniversary and at the same time it bought the remaining interests in Buell Motorcycle Company of 49% (Harley-Davidson, n.d). The company has continued to expand its production facilities in Milwaukee, Tomahawk, Wisconsin, and New York and in Pennsylvania (Davidson, Thompson, & Barger, 2006). The company has also been developing more products and improving its products with the latest technology. The company has also developed a Harley Davidson Museum which showcases the motorcycles that the company has developed over the years and other historical items that the company has maintained in its archives. The museum building cost the company over $75 million and is situated in Milwaukee (Rovito, 2006). 2.2 SWOT Analysis The SWOT analysis is a framework that is used to audit an organization and its external environment. The results of the analysis help in the planning of any strategic decisions towards the future of the company. The analysis involves identifying the internal and external factors that favor the organization and that also form an unfavorable environment (Stahl & Grigsby, 1997). The strengths of the company include those attributes that help the company to achieve its objectives while the weaknesses are the internal attributes that derail the achievement of the company’s objective and that also harm the company. The opportunities that are in the external environment include conditions that help the company to achieve the objectives. The threats on the other hand, include the conditions that are in the external environment and that challenge the company and affect it in a way that it may not be in a position to achieve its objectives. (a)  Ã‚   Strengths The Harley Davidson Company has several strengths that make it very competitive and profitable. The company has been in existence for over 100 years, and during this time it has established brand loyalty with its customers for its products. This is the major strength of the company as the products of the company are viewed as a culture and not just products. Most of the customers of the company are male and are in the middle-aged age bracket. They normally use the motorcycles for recreational purposes rather than for transport. The main qualities that the customers look for in the company’s product are the brand quality and the style. The company is able to provide these qualities and hence maintain its customers. The computer switching costs are high and once a customer buys a product from the company, they get trapped in buying more of the company’s products. The complementary products that come with the motorcycles also encourage the consumer loyalty. Once a customer purchases a Harley motorcycle, they proceed to buy accessories such as jackets and bandanas from the company. The company has also expanded its operations in different regions within the United States and also in other countries outside the United States. Some of the production plants are located in areas such as York, Kansas City, Tomahawk, and Milwaukee among others (Harley-Davidson, Inc., 2009). The different manufacturing plants have helped in reducing the costs especially in transport. The company has also diversified its activities and acquired several companies in different industries. The company acquired Buell Motorcycle Company which was also in the production of Motorcycles in East Troy, Wisconsin (Wheelen & Hunger, 2002 ). It also acquired the company Eagle Mark in 1995 which was providing financial services to manufacturers of leisure products as well as their dealers and customers. The company acquired Eagle Mark so that it would provide retail financing to its customers, insurance and contracts for servicing. Eagle Mark Company has also been offering planning services on behalf of the North American Dealers in motorcycle floor planning. The two companies have been working together complementing each others activities. The diversification of the company in the motorcycles, related products and the financial services has helped the company to diverse its risks in the industry and in business. Over the years the company has maintained strong relationships with its suppliers. The strong relationship with the suppliers has given the company access to resources that it needs in its production processes as well as the design and development of its products. It has then been able to increase the quality of its goods and improve the features of the brands in a bid to remain competitive. The production process is also reduced in terms of time as the suppliers are able to deliver the suppliers on time reducing the lead time. This leads to a reduction in costs and saves time for the company. The company operates its business in three continents and in various countries all over the world. However it has not been able to increase its foreign sales which are mostly carried out outside the U.S. (b)  Ã‚   Weaknesses The major weaknesses that the company has experienced within its internal operations include the weak marketing strategies that it has applied especially in its foreign markets. The company has experienced low foreign sales over the years as compared to its competitors. In 2009, the international sales only made up 33% of the total unit sales of the company (Pravda.Ru, 2009). The number of dealers in international markets are also very few and this has contributed partly to the low market sales of the company’s products as most of the customers in the market can not access the company’s products through this dealers. The labor conflicts that the company has experienced in some of its plants over the years have been affecting the performance of the company. Dissatisfied workers of the company have held strikes that have contributed to losses for the company as it has had to shut down the production plants during these times. The company has also had to lay off workers during the strikes in a bid to cut down its operation costs as a result of the strikes in other production plants. The labor conflicts have also reduced the investor confidence in the company as the prices of the company’s shares have been affected. (c)  Ã‚  Ã‚   Opportunities The external environment of the company has several opportunities that can benefit the company and improve its performance and market share. The shifts in the trends in the customers’ preferences and tastes in the market are producing an opportunity that the company can exploit to its advantage. The customers’ preferences and tastes have changed especially among the young and hip crowd of customers who the company was once targeting as its sole customers. These customers have shifted their preferences to sporty motorcycles for their recreational purposes. Harley-Davidson Company does not engage in the production of sporty motorcycles; however the increased demand for these kinds of motorcycles is providing an opportunity for the company to develop them and target this new market. The company can grab this opportunity and develop these sporty motorcycles and hence gain from the high demand. The need to restructure the company’s business structure after the company’s subsidiaries have experienced a decrease in performance is providing an opportunity for the company to concentrate in its brands and grow. The new structure of the company will ensure that all the resources of the product are put into good use to help develop the company and expand its operations into other markets. The company will also be able to focus on the development of the products and also develop new products that can help increases the market share in different parts of the world. (d)  Ã‚   Threats The company has faced several threats in the market that have undermined its performance. One of the major threats that the company has faced include the competition in the market. The company has faced a lot of competition from other international companies and manufacturers especially in the heavy weight motorcycles market. Some of the major competitors include Yamaha, Suzuki, and Honda among others. The increased competition has led to decreased sales of the company’s products especially in the foreign markets. The competition between these companies is based on the price, quality, and features of the products, the preferences of customers and the reliability of the products among other factors. The switching costs for the manufacturers in the industry are also quite low. With the increased growth in demand and the potential of the market, new competitors are entering the market and increasing the competition. The existence of substitute goods such as cars for transport and other recreational activities has also threatened the existence of the company and the sales. Consumers have a wide variety of products to substitute the motorcycles with and the increase of competitors is also leading to an increase in more brands in the market. This poses a big threat to the future of the company in the market of its products. The changes in customers’ demographics are also threatening the business in terms of sales. The percentage of males who have been purchasing the company’s products especially the motorcycles is declining. The percentages of women who are purchasing the products are however increasing. During the years 2003 and 2004 the percentage of sales that were purchased by men made up 89% with the rest being female. While in the years 2005 and 2007, the percentages had reduced to 88% among the male customers and 12% among the female customers (Harley-Davidson, n.d). The ages of the customers who have been purchasing the products of the company have also been increasing. By 2008 the median age of the customers had risen to 47 from 45 in the year 2004.

Importance Of Road Mapping For Students - 1587 Words

The PLC could then plan or discuss a number talk for the students. According to Parrish (2010), the heart of number talks is classroom conversations focused on making sense of mathematics (p. 203). This means one of the most powerful tools a math educator can use with struggling students, or curriculum lacking adequate rigor, is a well-researched number talk with groups of students. A well-developed number talk can be a standalone whole group discussion, but often, the teacher will integrate it into small group interventions with students who need acceleration, or remediation in a skill. Road mapping is an important step in keeping curriculum aligned with common standards. If each unit is road mapped to the school calendar, you will†¦show more content†¦This means the researcher needs to consider the overall implication of the details. The researcher needs to consider the size of the study, is it local, statewide, or nationwide. What will be the time and financial expenditures invested. 3. State your problem with straightforward clarity without generalizations. Leedy and Ormrod (2013) point a difficulty researchers run into stating, â€Å"A researcher talks about the problem but never actually states what the problem is† (pg. 33). 4. Have an open mind concerning the realm of possible solutions to the problem. â€Å"Good researchers try to keep open minds about what they might find. Perhaps they will find the result they hope to find, perhaps not. Any hypothesis should be stated as exactly that – a hypothesis – rather than a foregone conclusion† (Leedy, Ormrod, 2013, pg. 34). 5. Revise and edit your problem statement. Consider words of precision and brevity (Leedy, Orman, 2013). Area 3: Deciding to use a quantitative or qualitative research methodology, these are some guideline to consider as you choose a type of methodology. 1. Consider the audience reading the study. Think about what information the audience needs from the research. 2. Consider the timeframe for the study. How much time can be allocated to the research, quantitative and qualitative research demand different time expenditures. 3. Span and scope of the research. How deeply do you want to study aShow MoreRelatedNew Zealand Red Cross Essay1666 Words   |  7 Pagesorder to mobilise the strength of humanity at home and internationally, there are services provided by the organization (Mason, 2010). One of the services is by volunteering in one of the retail shops in New Zealand, in example is in 191 Karangahape Road Red Cross retail shop Auckland 1010. This gives retail volunteers get useful work experience through on the job training. In addition, this could also serve as an opportunity to broaden their retail careers. In terms of staffing, it has seen that theRead MoreSwami Vivekanand What Exactly Is Success?987 Words   |  4 Pagescomplete. 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