Operational framework for the DRNC Convention Research Paper

Operational framework for the DRNC Convention - Research Paper Example The direct participants in ensuring security and emergence response, and the community hosting the event should be prepared for any emergency situation. No room should be left for either infringement of security or avoidable suffering due to any unforeseen emergency situation. In such regard, this paper entails the operational framework for the DRNC Convention. A convention of the Democratic and Republican National Committees requires the exercise of stringent security measures. The threat of terrorism has increased greatly in the post 9/11 era, prompting the need for proper planning of events that may be targeted. Indeed, the September 11 attacks made the George Bush administration adopt a security focused emergency management at the national level, while also encouraging the adoption of the same at state and local levels of emergency management (Haddow, Bullock & Coppola, 2014). Anti-terrorism efforts to protect American citizens in their homeland or abroad are undertaken through a collaboration of the military, the intelligence community, law enforcement agencies, the diplomatic community, and emergency management. Presently, the threat to American leaders arises from within, where there are some disgruntled groups such as anarchists as well as foreign based groups like al Qaeda. Therefore, for the sake of securing the DRNC Convention a nd ensuring that any damage caused by threats is minimized, the collaboration of the event planners with all the stakeholders is required. The operational framework should be designed in a way to cater for all emergency situations that may happen within the precincts of the venue. Though the main event may without a hitch, there is a risk of problems arising among the protestors who are expected to picket nearby.

Pros and Cons of High Stakes Testing in California Research Paper

Pros and Cons of High Stakes Testing in California - Research Paper Example It is a tool of progress but not for judgment of the capability or cleverness. Moreover, data from statewide testing is normally available to the public hence every parent is capable of viewing the performance of the child. Accessibility of these information aids parents in making of more informed decisions concerning how their child fair on with education (Madaus, Russell & Higgins, 2009). High stakes examinations causes anxiety but annual testing and frequent practice tests assist children in advancing their test taking capabilities over a period. Thus, children are capable to learn how to deal with pressure, developing appropriate skills and strategies essentials in achieving the parent’s and school expectations (Au & Tempel, 2012). Conversely, teachers and corresponding experts possess solemn detriments in regard to high stakes testing. High stakes tests cause any discipline that is not related to mathematics and language arts not to be learnt in class. Moreover, science, social studies and art to be forfeit in order to create time for learning test prep (Au & Tempel, 2012). Pressure on the underlying teachers can clamp down the ingenuity and originality. Moreover, pressure from the administration normally results to less elasticity in developing lessons plan to the prevailing individual students. Escalated pressure on the prevailing parents and students is normally counterproductive in case the pressure is not constructive. How high stakes testing has helped or hindered student achievement or progress High stakes testing has resulted to development of alteration within the classroom that is important and positive. The plan has teachers to better plan their underlying instruction thereby allowing them the capability of narrowing in specific bodies of knowledge that are fundamental to students. This guidance of the curriculum have aided children in understanding concepts by compelling teachers to be more aware of state standard requirements in regard to teaching (Au & Tempel, 2012). Moreover, high stakes testing in schools have made the teachers to be aware of the matching instruction to what the students require to know in order to be successful on the state mandated tests. Nevertheless, high stakes testing allocate limited time within the school year thus does not permit time for infinite instruction hence impacting negatively on the part of the children (Madaus, Russell & Higgins, 2009). Description of state's testing system and high stakes testing High stakes testing grants teachers a chance to improve their skills in giving instructions and stipulate the standard that guide curriculum thus allowing more parental involvement within the education. Moreover, curriculum reflects on the state-mandated standardized test that is typically granted annually. State&apos as a testing system is a developed set of state standards that possess peculiar set of skills that students ought to be taught at particular grade level. It allo ws for easy movement of the students from one school to the other in the same state within the middle of school year. It was seen to be taking away the teachers creativity and abilities of teaching (Au & Tempel, 2012). Description of ethical questions involved with the testing The ethical questions in regard to the testing pertain to the perception that the technology was faulty even though underlying

Perodua Marketing Mix

Perodua Marketing Mix Nowadays, a successful company or organization requires one common characteristic which is determine and provide products or services that customer needed and satisfy them profitably. According to the Chartered Institute of Marketing, marketing is defined as the management process that identifies, anticipates and satisfies customer requirements profitably. In addition, Kotler also defined as the human activity directed as satisfying human needs and wants through an exchange process. In short, we knew that marketing is delivering customer satisfaction at a profit. Perusahaan Otomobil Kedua Sdn Bhd (PERODUA) is the Malaysias second largest automobile manufacturer after Proton. As the competitor of Proton, Perodua mainly manufactures small and compact cars, so Perodua actually does not compete with Proton for the same market. Although Perodua is not as well-known as Proton, but Peroduas cars often catch the sight of Malaysian and achieve high value of sales. Because of the reason above, the author has decided and chosen the Perodua Company as the title of this assignment. In this assignment, the author will discuss about the company background of Perodua, marketing mix variables such as product, price, place and promotion that used by Perodua to achieve high value of sales and some further recommendation for Perodua to improve in the future. 2.0 Company Background 2.1 History of the Company Perusahaan Otomobil Kedua Sdn Bhd, also abbreviated to Perodua, established in 1993. To strengthen up the company, Perodua allies with the Japanese company which includes Daihatsu Motor Co. Ltd, Mitsui Co. Ltd and other. Perodua headquarters is situated on Sungai Choh, Rawang, Selangor and include RD testing laboratories, vehicle test track, manufacturing and engine plant and other. Perodua Auto Corporation Sdn Bhd (PCSB) was set up in 2001 and there are three active groups which is Perodua Sales Sdn Bhd (PSSB) is responsible for sales and marketing Perodua vehicles, Perodua Manufacturing Sdn Bhd (PMSB) is manufacturing Perodua vehicles and Perodua Engine Manufacturing Sdn Bhd (PEMSB) assembles the vehicle engines and selected engine parts. The company began its operations in 1994 and the Perodua Kancil which is small and economical, was the first car introduced to the Malaysian in August of the same year. In the present, Perodua sold more than 400,000 units of Kancil and it is the most successful sales in the record of Perodua. After that, it was replaced by Perodua Kelisa in August 2001. 2.2 Mission Statement Perodua is set to become the biggest compact car manufacturer in the South-East Asia. In order to expand their market, Perodua also exports their cars to Singapore, United Kingdom and few numbers to Brunei, Nepal, Saudi Arabia and other country. In order to become a world class and well-known automobile company, Perodua had drawn out some objective which is professionalism in all their operations, efficiency in utilising technologies and resources, resilience in meeting their challenges, optimising benefits to customers and stakeholders, dedication towards social responsibility to community, the environment and development of competent workforce, uniqueness in their products and aspiration to glorify the name of Perodua. 2.3 Current Product Perodua established in 1993 and launched their first compact car, Perodua Kancil (Rusa) in August 1994. After achieved the amazing sales record, Perodua were more confident to roll out the cars. At the end of 2009, Perodua has sold more than 1.5 million units of numerous models cars, for examples, Perodua Kembara in August 1998, Perodua Kenari in June 2000, Perodua Kelisa in August 2001, Perodua Myvi in May 2005, Perodua Viva in May 2007, Perodua Nautica 4WD in May 2008 and Perodua Alza in November 2009. Perodua Viva is a city car that manufactured by Perodua since May 2007 and it is the replacement of Perodua Kancil and Kelisa which is discontinued. All Perodua Viva models implanted Daihatsu DVVT engines, dual airbag and ABS only available for premium version. The Perodua Viva has six models which are 660EX, 850EX, 1.0SX, 1.0SXi, 10EZ and 1.0EZi. Perodua Myvi was produced by Perodua since May 2005, based on the Daihatsu Sirion/Boon and Toyota Passo. The cooperation with Daihatsu and Toyota makes Myvi is the bestselling car for 2006 until 2009 in Malaysia. Perodua Myvi embedded with two water-cooler, four-stroke engines, and electronic fuel injection, able to boost up to 106mph. The Perodua Myvi SE also built with CD player, USB and leather seats to provide comfortable rides. Perodua Alza is the first multi-purpose vehicle (MPV) that produced by Perodua, and available for booking in March 2010. The most attractive feature is the 7 seats and the second row seats are designed to slide forward and back to allow the flexibility. The air-conditioning also be redesigned to improve the air circulation. In the car entertainment, Perodua has integrated door-mount speakers, MP3 and WMA compatible CD player and steering mounted controls. 3.0 Definition of marketing mix When you bring up a product or service to the market, you certainly will consider some of the choices and options. The marketing mix is the most popular marketing term, it is also the general phrase used to explain the different kinds of choices that organizations have to make in the process of bringing a product and service to market. This chapter will discuss the definition of marketing mix and its elements. In the early 1950, Neil Borden defined the marketing mix as an integrated set of marketing strategies to realise organizational objectives and create higher value relationship with customers. In the late 1950, Jerome McCarthy, a prominent marketer, concluded the variables of marketing mix into four elements which is product, price, promotion, and place. According to the Marketing Principles and Perspective by William O. Bearden, the most common definition of marketing mix is the overall marketing offer to appeal to the target market. It consists of decisions in four basic areas which is product, pricing, integrated marketing communication and distribution. Nowadays, there is a new definition of the marketing mix and Neil H. Borden in 1965 increase the marketing mix to seven areas, which contain people, physical evidence and process. The most interesting thing is some people think that four Ps are out-dated and suggest a customer-oriented model which is four Cs, including customer needs, convenience, cost to user and communication. 4.0 Marketing Mix Variables 4.1 Product Rendering to the Marketing Edition 6, product was defined as anything that can be offered to a market for attention, use or consumption that might satisfy a want or need. Product can be divided into two categories, which are tangible or intangible. Tangible product is physical object that customers can actually touch, such as a motor. An intangible product is a service based product that cannot be touched, such as car repair. Presently, Perodua has launched various products that can satisfy everyone from different social classes. For examples, Perodua has released Perodua ViVa 660cc for those people that require low performance and economical, Perodua Myvi 1000cc for middle-class people and Perodua Alza 1500cc that suitable for high-performance user and families. Besides that, Perodua also provides different colours in same model. For examples, Perodua Myvi is available in Ebony Black and Classic Gold for classic lovers, Olive Green and Mocha Silver for natural lovers, Glittering Silver and Oozy Orange for those who wants extraordinary and unique colour. 4.2 Price Price is the amount money charged for products or services that customers exchange for the benefit of having or using the product or service. Perodua has implanted different price to various models of cars. For instances, Perodua ViVa 660cc only costs about twenty five thousands, moreover, Perodua Myvi costs about forty thousands and Perodua Alza costs about fifty five thousands. Perodua also provide several types of payment method to benefit everyone. For examples, Perodua accepts credit card payment for the deposit, cheque and bank transfer also acceptable to replace cash as a safe method. Perodua also provide car loan with 3.5% to 4% interest from 5 to 9 years, you only need to pay hundreds ringgits as the instalment. 4.3 Place Place represents the location when the product and service can be purchased. A more detail definition about place is making goods and services available in the right quantities and locations when customers want them. When different target markets have different needs, a number of place variations may be changed. Thus, there are two categories which are urban areas and suburban areas. Perodua targets most of its sales, service and showrooms on the urban areas because of high population. For instances, Perodua manufacturing and engine manufacturing Sdn Bhd is situated on rawang, meanwhile Perodua Sales and Service Centres are mainly located on Kuala Lumpur, Petaling Jaya, Shah Alam and other. Besides that, Perodua also locates minor sales and services centres on the north and south Malaysia, such as Johor Bahru, Butterworth, Perai and Alor Setar. [1] 4.4 Promotion Promotion is a communication process that builds and maintains favourable relationships by persuading publics to accept its products and services. Publics can be individuals and organizations that have interest in the business. Thus, there are various types of promotion, such as personal selling, sales promotion, advertising and public relations. Perodua Sales and Services Centres provide well trained sales staffs and promoters to sell their vehicles and provide information to the individuals. To achieve their sales target, Perodua also is having sales promotion, such as discount up to RM 2000, free gift as sterling lock and touch and go card. Perodua also offer 1-hour super services and extended warranty programme to benefit the customers. Besides that, Perodua often advertises their products in different types of media such as television, internet, and billboard. Perodua advertises a lot in TV commercial especially during public holiday such as National Day, Chinese New Year, Deepavali, and Hari Raya Puasa. Moreover, Perodua also cooperates with bank as the finance and insurance partners to promote their products. 5.0 Further Recommendation Nowadays, global warming issue is becoming more and more serious. In my opinion, Perodua can improve their products under this critical issue. Perodua can implant the latest automobile technology to produce safer, energy efficient, and less polluting cars. For examples, to correspond the rising petrol prices, Perodua can research and develop energy saver, battery electric and hybrid vehicles. Besides that, Perodua also can replace the steel casing of the car to aluminium or carbon fibre, this method will increase the lightness and strength. In addition, Perodua can stimulate the sales by having contest, rebates, premiums, and low interest. For examples, Perodua can offer rebate to those who trade in their old car. Perodua also can work with the bank to lower the interest of loan so that low income people can purchase the car. 6.0 Conclusion In conclusion, the marketing mix that includes product, price, place and promotion, is very importance in any company or organization to achieve their targets and objectives. The most obvious evidence is when the end of year, companies comes up with their tremendous net profits. Thus, marketing is the integral part of the economy. The first importance of marketing mix is that customers can get the opportunity to know about various products that are available in the market. The marketing mix also helps us to introduce the uniqueness of your company and product. Marketing mix also create a healthy competition among companies and increase their level and quality. Meanwhile, consumers are able to enjoy the better product and service with a low price. In other words, marketing mix generates many companies, either directly and indirectly, such as advertising, broadcasting, newspapers, and other companies. Finally, the most importance value of marketing mix is to build a balanced market, avoid dominant companies to control the prices and establish monopoly over the product and service.

Marina Warners The Dragon Empress Essay -- Marina Warner The Dragon E

Marina Warner's The Dragon Empress At the age of sixteen, the beautiful and elegant T’zu-hsi entered the Forbidden City in Peking. The daunting walls, enormous buildings and massive pillars loomed around her as she walked deeper and deeper into its confines. She entered the palace as a timid young girl, but it was from within these walls that she would keep her claws around all of China. Marina Warner describes the life of this ruthless enchantress in The Dragon Empress, an essential read for understanding Chinese culture during the 18th and early 19th centuries. Tz’u-hsi, also known as the empress dowager, ruled all of China from 1861 to 1908. It is amazing that a woman ruled over 400 million people during this time. She began as a courtesan in the emperor’s court, but after bearing a male heir she quickly gained power. After the death of the emperor and the death of her son, Tz’u-hsi appointed her nephew to the throne. She quickly became dissatisfied with him, however, and took all the power for herself. Tz’u-hsi hated the outside powers who were carving up China for themselves, so she encouraged the Boxer Rebellion. The Boxers attacked foreigners in an attempt to get them to leave. Tz’u-hsi also tried to keep China traditional and hated modernization. She was a very powerful and cunning woman who manipulated those around her. The book begins with the birth of Tz’u-hsi in 1835 and goes on to explain her family situation. It describes her path to power and how she manipulated the eunuchs in the palace to act as her spies and personal confidants. From the circumstances of her birth to her fatal fight with dysentery, Tz’u-hsi’s life is described in great detail within the... ...cited, so it is a great tool in understanding Tz’u-hsi. However, I would have believed Marina more if she cited personal accounts of Chinese people who lived during Tz’u-hsi’s time. I would like to know how the people of China really felt, and if it is how Marina describes it. Despite any inherent weaknesses in the book, Marina Warner has done an incredible job bringing the story of Tz’u-hsi and a vivid image of China to the world. The photographs that she placed in this book depict court life and compliment the book well. Marina’s mastery of words allows her to paint the scenes of Tz’u-hsi’s life. I highly recommend this book to anyone who is interested in discovering the intimate details of Tz’u-hsi’s life, her road to power, and China at the turn of the century. Works Cited Warner, Marina. The Dragon Empress. New York: Atheneum, 1986.

Warehouse Worker

The pyramids were used as final resting places after the pharaoh’s death. The construction on the pyramids was started soon after the pharaoh ascended to and generally took about 20 years to build. They were aligned with the stars to ensure the pharaoh’s ascension into the afterlife. There is only one known explanation of how the ancient pyramids were built. That explanation is created to Herodotus around the year 425 B. C. Herodotus traveled around Egypt collecting verbal history of this ancient nation. In writing about the construction of the pyramids, he stated: The method employed was to build it in steps, or, as some call them tiers or Terraces. When the base and sub levels were completed, the blocks for the next level were from the ground by means of a cedar sled called a lisch. The sleds were pulled from the quarry to a barge by means of oxen. The blocks of stones was carried up the Nile River on the barge and then unloaded and pulled to the pyramid’s site . Ron Wyatt based his design on the description by Heordotus constructed machines made of wood that easily lift heavy objects. There was a stair case that leads from the opening down to the Royal burial chamber. Here the Pharaoh’s personal belongings and riches were place upon the death of the Pharaoh. This staircase was sealed to prevent grave robbers from finding the royal burial chamber and sometimes fake burial chambers were built to confuse would be grave robbers. The stones were pulled up long ramps to the level that was being constructed. The ramps were at least 3 times and long as they were tall. This made it somewhat easier for the oxen and men to get them into place. Once they reached the level that was needed they were pick up and dropped into place using a contrivances. Upon the death of the Pharaoh’s death, the mummification process was began and this took 60 days. During the Pharaoh’s belonging that was to be interred with him would be placed in the guarded tombs. To prevent the pyramids from leaking during the rainy season, the pyramids were sealed with sand or marble or some other material of the pharaoh’s choosing. If they did not seal the pyramids they would eventually fill with water and decay everything inside. This process was started at the top of the pyramid and the workers worked down the sides until they reached the bottom.

XYZ Construction Case Study

The organization was transformed when improved performance was achieved through the leadership from the new Managing Director. The operation, culture and structure of the organization were transformed to achieve the goals of the new Managing Director. The construction industry within which EX. Construction operates in, is highly competitive, aggressive and at times, hostile. Conflict between contractors and subcontractors occurs frequently, often requiring litigation to resolve the disputes. The hostile environment was mirrored by the relationships within the organization under the former Managing Director.There are four sections in the report; the first section will address the extent to which EX. Construction adopted the culture-excellence approach during their transformation process. This is following by the evaluation of the resistance experienced during the transformation and the use of a new management style by the incoming Managing Director. The last section presents examples of transformation in a South African context. 1 Extent to which EX. adopted the Culture – Excellence approach The approach to change management is identifying and managing processes developed to make organizations more competitive and improve performance.Change Management processes are focused on internal processes within an organization, and they provide solutions to assist management achieve their commitment to change and improve productivity with the least resistance (Strop, 2005). There are many approaches to change management developed however the report will utilize the three approaches described by Burners, 2009. 1. 1 The three change approaches There are three approaches that have dominated the Western managerial thinking since the asses namely; the Culture – Excellence approach, the JapaneseManagement approach and the Organizational Learning approach (Burners, 2009, p. 99). The approaches are briefly described below: Culture – Excellence Approach There is a vast amount of literature presented on this approach however; the key contributors to the culture-excellence approach are Peters and Waterman, Canter and Handy. The crucial components from each contributor are briefly highlighted. Peters and Waterman They developed eight significant attributes that organizations need to demonstrate if they are to achieve excellence, namely (Burners, 2009, p. 102): A bias for action Closeness to the customerAutonomy and entrepreneurship Productivity through people Hands-on, value driven Stick to the knitting Simple form, lean staff Simultaneous loose-tight approach Canter Rosetta Moss Canter developed the post-entrepreneurial model, which highlights how organizations in future, should operate. Her model describes three strategies that post-entrepreneurial organizations must pursue: Restructuring to find synergies Opening boundaries to form strategic alliance Creating ventures from within: encouraging innovation and entrepreneurship Handy Handy i s a British theorist who contributed to the emergence of new organizational arms.Handy identified three generic types of organizations. He argued the following organizational forms will dominate in future: Shamrock Federal Triple I (Intelligence, Information and Ideas = Added Value) Japanese Management Approach The Japanese management approach was captured by Ouch', McKenna, Pang and Oliver and many other contributors. The contributions made by the above theorists are briefly described below. Couch William Couch believes that organizational success stems from the following (burns, IPPP): The involvement and commitment of the entire workforce.A set of internally consistent norms, practices and behaviors based on trust and strong personal ties between the individual and the organization, particularly their immediate work group. Practices such as lifetime employment, slow evaluation and promotion and collective decision-making. The belief that workers want to build cooperative and clos e working relationships. 5 McKenna McKenna believes that the central elements to organizational success are (Burners, 2009, p. 135): Lifetime employment, The seniority principle with regard to pay and promotion, Enterprise unionism Pang and OliverPang and Oliver agreed with McKenna however believe that the additional elements to organizational success are (Burners, 2009, p. 135) : Training and education. Company-based welfare schemes. Quality Circles. Manufacturing methods such as Just-in-Time production. Organizational Learning Approach Organizational learning â€Å"describes attempts by organizations to become learning organizations by promoting learning in a conscious, systematic and synergistic fashion that involves everyone in the organization† (Burners, 2009, p. 146).Sense developed 5 interrelated disciplines that organizations require to encourage and template learning and success. The 5 disciplines are listed below (Burners, 2009, p. 148): Personal mastery – in dividual growth and learning. Mental models – deeply ingrained assumptions that affect the way individuals think about people, situations and organizations. Shared visions – the development of a common view of the organization's future. Team learning – the shift from individual learning to collective learning. Systems thinking – the ‘Fifth Discipline' that links the others together and which, he argues is missing in most organizations. Cummins and Worldly in 2001, identified three levels of learning, designed to assist organization to move from an adaptive to transformation learning level. The identified three levels are listed below (Burners, 2009, p. 149): Level I Level II – Single loop learning – Double loop learning Level Ill – Triple loop learning 1. 2 Adoption of the Culture – Excellence Approach The following section evaluates the extent to which EX. Construction has adopted the culture-excellence approach in its o rganizational transformation process.The impact of each initiative has been discussed separately as these are significant events within the process. Customer care programmer The new Managing Director identified an opportunity to improve the organization's performance by improving services delivered to customers. The construction industry is hostile and aggressive, however through a customer case programmer, the Managing Director believed that positive relationships can be built which would benefit both the organization and customers.Based on the attributes developed by Peters and Waterman listed above, the organization's customer care programmer will allow them to be closer to the customer. The programmer was initiated with a few key managers and a few key customers. The programmer is a critical part of the transformation of EX. Construction's culture and the way they do business. The programmer meant that the initiating key managers had to develop and display skills of effective co mmunication and build relationships with key customers.The initiative develops managers by ensuring they adopt a more hands-on approach in the organization, share experiences and pass on knowledge and information. The customer case programmer is a clear indication of how EX. Construction has adopted the culture-excellence approach in its organization. Awaken Initiative The Japanese developed a business philosophy, awaken, which translates to change for the better (Investigated, 2014). This business philosophy focuses on the continuous approach involving all employees of the organization.This initiative is based on all three of the approaches and it clearly originates from Japanese management approach. This approach and the implementation of the small-scale awaken initiative at EX. Construction will enable organization learning to take place along with a culture change of employees and managers working together. The new Managing Director communicated his commitment to the initiative, Hereford all employees are collectively working together to ensure the success of the initiative..The culture change brought about by the initiative, develops managers' confidence to delegate work without feeling threatened by subordinates. This leads to staff being empowered by a higher sense of responsibility while developing skills. Partner initiatives in the Industry The previously hostile construction environment is changing to the extent that contractors and subcontractors are attempting to build relationships and partnerships rather resolve disputes through litigation. The new Managing Director however, identified a shortcoming in the organization that required attention in order to build successful external relationships.Hiss view was that relationships that needed to be built externally could not be achieved if internal relationships and communication skills were not developed. Internal relationships are required to ensure that managers and employees are striving to achiev e the same goals with similar techniques. Successful relationships and strategic alliances with contractors and sub-contractors will result in increased organizational performance. This approach encourages new ventures from within the organization through an innovative working environment.By collectively working together, new ideas and ways of improving the organization can be developed. 8 General From the above three initiatives taken by the new Managing Director, it is evident that the culture-excellence approach has been significant in the transformation of EX. Construction. The transformation includes aspects from the Japanese and Organizational Learning approaches. The new Managing Director puts a lot of emphasis on the empowerment of employees, developing new skills and training. In addition to the above, he also utilizes part of the Japanese Management's Awaken approach I. E. Mailer incremental improvements that are made continuously. This is evidenced through the implementat ion of each initiative at intervals rather than all at once. The transformation of a large organization, such as EX. Construction, is a long- term project as organizational culture and operational changes often take time to change. Another example of how the new Managing Director adopted the culture-excellence approach is through the use of a simultaneous loose-tight attitude. This is where the manager allowed a â€Å"loose† working environment, however the need to achieve the performance clear was clear.This approach allowed for positive culture and behavioral changes to take place without losing focus of the organization's objectives. Based on the above evidence, the transformation of EX. Construction clearly adopted aspects of the culture-excellence approach to effectively achieve its objectives. 9 2 Reasoning for little opposition/resistance from staff The appointment of a new managing director who has a different leadership style ill almost always bring about change with in an organization. Organizational change is not always easily accepted; some reasons for resistance to change are listed below (Yuk, 2013, up. 192): Change is not necessary Change is not feasible Change is not cost effective Change would cause personal losses Change is inconsistent with values Leaders are not trusted Resistance to organizational change is a natural reaction to those who want to protect their self-interests in the organization. However, it is clear from the case study that the employees of EX. Construction showed little resistance to the change implemented by the incoming managing director. The primary reason that change was welcomed was due to the former Managing Director's management style which was not widely accepted in the organization.Employees feared him and it was not acceptable to speak openly and honestly. Employees were aware that this behavior was often counterproductive, and created a negative impression with the former Managing Director. As the newly a ppointed Managing Director had previously worked at the organization, he was aware of certain of the issues and concerns of the employees. The experience gained from irking at other companies, and the reputation he built from his career prior to returning to EX. Construction ensured that the employees had faith in his leadership ability.The new Managing Director's first step in developing relationships with managers and employees was to incorporate key employees into Senior Management Team activities. His actions made it clear that he was willing to retain the current workforce and promote from within the organization. This created a positive environment which encouraged employees to work harder and produce results Employees and managers id not fear loss of employment with the new Managing Director, but rather felt included in the decision making process.The new Managing Director's attitude and actions were clear and concise which addressed the problems within the organization. His actions were collectively moving in the same direction, to achieve a clear goal of improving internal and external relations and improving the organizations performance. He correctly identified problem areas such as relationships, communication and the structure of the organization. An incorrect diagnosis of the problems within an organization may exult in incorrect changes being implemented, which can lead the organization into complete disarray.The new Managing Director identified two crucial activities to be performed in conjunction with each other to enable the transformation of the organization. The two activities identified were: To introduce new practices and techniques to improve service to customers and thus improve the organization's performance. To change the attitudes and behavior of employees By identifying the two activities above, the new Managing Director identified crucial steps to improve its performance. Only through improving services to customers can the overall organization's performance improve.A satisfied customer is likely to return and recommend the organization to others. This is directly linked to the growth of the organization. The new Managing Director is aware that to provide better service to customers, the employees will have to develop and learn new practices and techniques to ensure superior service quality is provided to customers. The implementation of the second activity is critical to the success of the overall goal of improved customer relationships. The employees and managers attitudes and behaviors are to be transformed to ensure the best results are achieved.Employees and managers who were unhappy under the former Managing Director are more willing to adhere to the recommended changes. The willingness to adhere also stems from the approaches presented being feasible and there is no fear for loss of employment. The changes bring new opportunities for employees and managers to develop in their current roles and possibly grow into new roles. The potential positive outcomes as a result of these changes are a contributing factor in the lack of resistance experienced by the Managing Director.