Recent orders
Managing and structuring a stable military workforce
Managing and structuring a stable military workforce remains a challenge of every military unit including those with the most sophisticated warfare technology. Unlike most other structured organizations, the army requires a constant supply of skilled management personnel among their ranks to lead emerging missions and, in common cases, fill in for battle victims. Inadequacy of this constant supply is the situation that leads to cranking up officers without adequate experiences into management positions especially at the warfront CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). It is imperative to note the different facets that make up experience: enough pre-job and on-the-job training in a specified field that brings about skill experience and temporal experience attached to the amount of time spent working in a position. There exist skewed statistics of the parameters that can be used to gauge the experience of personnel deployed in missions CITATION Jan09 l 1033 (Laurent, 2009). The most recognized are the cases of an officer having held a similar management position before or raised through the ranks in the specified role.
Institutionally, a unit may not be properly set up to identify genuinely good and skilled soldiers for reward and promotion. Cronyism in the military is as rampant as it is anywhere else where skilled operators are overlooked and generals recommend trusted lieutenants with whom they have a history that bonds their relationship. Heterogeneity of tribe and ethnicity of soldiers provide part of the problem, especially in regions of the world where tribe has a significant attachment to governance and the military as an institution is still very young and without a fortified tradition of operation that includes training and governance CITATION Jan09 l 1033 (Laurent, 2009).
The debate over how best to attract professionals into law enforcement continues to elicit varied responses as far as their effectiveness go. It has been a challenge to lure individuals with a wide-breadth of skills essential for some specific duties. There are constraints of budget and extraneous requirements that restrict the qualification and flow of applicants into the system. Creating affordable ways of recruiting and retaining skilled officers remains a challenge to the entire law enforcement institution, where financial incentives are the most attractive to new recruits CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). The situation is thus compounded by this lack of skilled personnel that is needed to go into management.
Possible corrective measures have been thought-up and devised, obviously with ranging levels of success and failure. Mentorship programs have been tested and proven to be effective in preparing a workforce for management positions in areas such as business organizations and educational institutions. It can be applied in the military using a two-prong approach of developing the skills of a private soldier and secondly and most importantly, leading the management trainees though the nitty-gritty of understanding the processes that constitute managing operations. The aim here is to refine and develop their understanding of the whole fabric that is warfare CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). However, it should be noted that this method is not time-bound as different people have different ways of developing competencies under mentorship.
To prop up the low numbers of skilled recruits into the military, policy should target provision of nonfinancial benefits to target groups. These include college graduates, ethnic minorities, women as well as recruits with previous military or law enforcement experience. The benefits may include on-the-job educational programs, elaborate retirement packages, better housing and broad medical and healthcare schemes that override the often cited impediments that hold back potential recruits (these include the possible threat of injury or death, as well as drawbacks of body fitness and family obligations which are often cited by women). The benefits may help retain recruits and help build a better workforce that will in turn provide a fertile ground from which effective managers can be picked CITATION Jan09 l 1033 (Laurent, 2009).
The most trusted method of building capacity is through training, and can be used in law enforcement to prepare officers for management positions. Professional training and development activities can be set up from the highest levels of the defense ministries. Military effort should be centered more on improving the ability of workforce alongside its prime activities of providing security. One such way is increasing the number of cadets with special responsibilities into military training. Military units across political boundaries can also partner to set up academies for training those among their ranks interested in management positions. This brings with it a wealth of different experiences that can be of mutual benefit. Liaison teams can be set up to monitor officers fresh in management to ensure they grasp the hands-on activities of law enforcement procedures. Identification of core and non-core functions is essential in finding and placing personnel in areas that are most suited to their skills. A suitable method commonly used is placing management trainees in non-core functions to first hone their skills before they are tapped up into more demanding roles of the core functions of the various law enforcement units CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007).
References:
Cordesman, A. H., & Sullivan, W. (2007). Salvaging American defense:the challenge of
strategic overstretch. Westport: Greenwood Publishing Group.
Laurent, J. S. (2009). Defense Management:Testimony Before the Subcommittee on Defense,
BIBLIOGRAPHY l 1033 Committee on Appropriations, U. S. House of Representatives. Darby: DIANE Publishing.
Managers versus leaders
Managers versus leaders
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Leadership and management are usually regarded as two overlapping concepts. So much ink has been put to delineate the differences between the two concepts. Virtually all researchers, authors academia, students are always concerned about the differences between the two ideas (Zaleznik, 2004). Some hold that leaders are superior to managers. Some may argue that leadership is intrinsic, that is, one is born with while management is something someone can learn. The concept is disputed by many scholars who believe that it is mythical. The truth of the matter is that anyone needs both leadership skills and management traits to succeed in life. No one can separate the two without resulting in serious consequences. Not all managers are leaders and not all leaders are managers. Since some people lead without having any managerial position. Both leaders and managers share similarities. For example, they all influence others through several means.
What is leadership? What is management? The definition of leadership varies from scholar to scholar, author to author depending on their belief. For this paper, leadership shall be defined as the ability to gain followers through the use of special personal attributes. Leaders possess crucial attributes such as vision, integrity, trust, selflessness, commitment, creativity, risk-taking, and excellent communication. The definition of management is easier. Management is both an art and a science. Managers organize people and resources towards a common goal (Zaleznik, 2004). Any organization needs to have both leaders and managers to prosper. A firm needs a handful of great leaders and many able managers.
According to Katz, management usually directs people by exercising their executive, administrative or supervisory powers (Zaleznik, 2004). Managers tend to be task-oriented or goal-oriented. The managers achieve their targets by developing their staff, mentoring the personnel, and resolving disputes within the organization. They ensure the organization is running smoothly. Another scholar defines managers as people who take care of arranging, organizing, budgeting, harmonizing, and scrutinizing activities in an organization. All firms hire managers because they acknowledge they can realize the corporation’s aims. Managers stress on formal directing and controlling their subordinates, structures, systems, and capitals. One critic argues that managers are less risk-takers but they adopt a measure to ensure efficiency. The transactional model states that all employees only follow their manager because of the reward they are assured at the end of the month. Managers need to possess three sets of skills to survive the harsh competition. First, they have to own technical skills that will ensure that they are proficient in a particular area. Secondly, they must have the right human skills to run the personnel that serves under them. Thirdly, managers should have conceptual skills. Conceptual skills are the capabilities to work with ideas. It is important to note that managers usually organize, negotiate, and frequently delegate duties in their day-to-day activities (Bennis, 2015).
There are many definitions and fronts of leadership and leaders. It is more than a skill, or style, or influence. Some leaders lead by example. Such actions propel others to follow them voluntarily. This forms the basis of the definition that leaders have followers. In summary, leaders influence their subjects. Leaders have a vision that attracts followers. Leaders bring people together towards a common long-term goal (Bennis, 2015). They follow their vision. Along the journey, they take risks and sometimes challenge the status quo. Leaders are concerned about their people’s welfare. Leaders exercise the transformational model. The model states that leaders encourage, inspire, and motivate their subjects. The leaders believe in their subjects, giving them room to make decisions and make errors. Consequently, this induces a positive change in the subordinates and the organization as a whole. Together with the traits previously mentioned, leaders should be tough, responsible, realistic, honest, visionary, trustworthy, and decisive. Besides, the leaders should be charismatic and have the ability to resolve issues.
There are several differences between leaders and managers. Leaders create a multidirectional influence relationship while managers create a unidirectional authority association. Leaders encourage change through the transformational style and seek to believe in people while the managers stimulate stability and use authority (Bennis, 2015). Essentially, managers rely on the transactional style. Hence, the core differences lie in the approaches used to influence people.
In the management of human resources, managers and leaders have different approaches. Managers organize the staff, maintain the structure, delegate duties, and authority, implement the vision of the organization, limit the employees’ choices and display low emotion. on the other hand, leaders align the firm, they communicate the vision of the corporate, display high emotion, give more room to employees, and influence the members to form teams and partnerships to accept the vision. When it comes to vision execution, managers control all the processes with limited delegation, they identify and solve the problems as well as monitor the results and are low-risk takers. Leaders, on the other hand, take more risks, inspire and motivate the subordinates to overwhelm their stumbling blocks. In terms of vision establishment, management is involved in planning and executing budgets. They are also manifest detached attitudes about the vision and objectives. Leaders demonstrate a passionate attitude towards their vision and objectives, hence, encouraging her personnel towards it (Rosenbach, 2018).
The differences between leaders are many. The list keeps growing with more knowledge. The manager administers while the leader innovates. Managers focus on systems, resources, and structures while the leader centers on people. Some scholars say that managers imitate while leaders are original in their practice. Leaders frequently challenge the status quo to reach greater heights while managers embrace it. Managers do things in the right manner, while leaders do the right things (Zaleznik, 2004).
Leadership goes beyond the routine task to handle the changes that are bound to happen, whereas management exists as a formal responsibility to cope with the routine complexity (O’Leary, 2016). Critics argue that leaders are better than managers but it is hard to separate the two entities from one another as they always work in liaison. Perhaps one of the reasons why the critics present this argument is due to the better approach used by the leaders in running any entity. Only very few people can connect to their employees the way good leaders do it. This goes further to stress the necessity of embracing better social and communication skills in positions of power. Great accomplishments come with strive and determination not forgetting the need to encompass all the fronts of both management and leadership. The conflict can be summarized using the transaction versus transformational models.
References
Bennis, W. (2015). Managing the dream: Leadership in the 21st century. The Antioch Review, 73(2), 364-370.
O’Leary, J. (2016). Do managers and leaders really do different things? HBR Harvard Business Review.
Rosenbach, W. E. (2018). Contemporary issues in leadership. Routledge.
Zaleznik, A. (2004). Managers and leaders. Harvard Business Review, 1.
Managerial Economics
Managerial Economics
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The impact of Covid-19 restrictions on tourism
With so many confirmed cases of COVID 19 around the world, the coronavirus epidemic has affected almost every industry worldwide this year. Currently, with the assertion of COVID-19 as a tragedy by the World Health Organization on March 11, there has been so much effort to avert the spread of the infection, which has signified the annulment of numerous happenings, including festivals, sporting games, and movies. The Ireland professional golfers’ association is aware that the golf clubs use several business models in line to provide their services effectively. Majorly all golf club in Ireland is at present affected by commerce disruption as a result of the COVID-19 crisis, whereas government support and advice were evolving almost daily.
Golf tourism was giving out in €270m yearly to the Ireland economy in the years before COVID 19. This pandemic is an unprecedented and unexpected disaster for our business. Tourism is an important sector in the Ireland economy. It will be essential for me as an individual who has been appointed to do consultancy work for a large golfing resort to keenly provide some lucidity to this club on what the government support is presently available under a number of scenarios. According to the golf association, the revenues have collapsed by approximately 97 per cent, whereas 2021 could be down 80 per cent on the previous year, placing the feasibility of the whole sector at risk. The pandemic is mainly a comprehensive wipeout. It’s not only the virus, but also the travel restrictions too that hinders the tourists. This section focuses on the economic effect of tourism on how demand and supply have been impacted this year by the halt of tourism, in the short and medium-term. This paper section concludes with policy implications.
The tourism economy in Ireland has been seriously smashed by the coronavirus (COVID-19) crisis, and actions put into practice to contain its spread. Depending on the period of the pandemic, reviewed circumstances show that the potential risk could range between 50%-70% declines in the American tourist economy in 2020 (Bowes et al., 2020). Nearly every golf Club in Ireland is currently impacted by the business disruptions due to this crisis emergency, while administration guidance and sustenance is evolving nearly every day. The COVID-19 epidemic had an unexpected and extensive impact on the tourism sector, for instance, the Golf resort club. The international wellbeing crisis and the hesitantly subsequent from it deeply affected the Golf operations along with individuals, both independent and employed across the sector.
The majority of the Golf did not surprisingly report the risk of closing permanently within three months, stressing on the requirement for quick governments actions to provide help. Ireland is in the phase of fighting the virus while at the same time managing the re-opening of the tourism economy. It is a challenging and complex responsibility, and reckoning the impact on the tourism economy is hard.
The Golf resort needs to put effective measures to deal with falling revenues. Considering ahead, the actions put into practice ahead will shape the tourism of tomorrow (Nhamo et al., 2020). The administration requires to by now deliberate the longer-term insinuations of the pandemic, while remaining ahead of the digital curve, backing up the low carbon changeover, and supporting the organizational change required to create a resilient, more sustainable and stronger golf tourism economy. The emergency is a chance to rethink tourism for the coming days.
The Fall in Demand for Oil
Oil is a vital resource in the entire globe. Individuals use oil in different ways. The universe has used oil for many years, and it will still continue to use it as a basic product. Its usage can be traced back to then in the 1850s. Though, when Edwin Drake manufactured commercially functional amounts of crude oil from a 69-foot well in Pennsylvania in 1859, he made a new era that deliberated oil as a cherished and valued commodity. Oil prices have been varying and changeable since 1859. The findings of additional wells significantly reduced oil costs and made many oil barons abandon the business. Nevertheless, oil costs have augmented over time because of different factors.
The fall in demand in oil usage in March and April generated a sharp reduction in oil charges. In response, several oil manufacturers reduced production. The virus has had a bigger consequence on the oil demand in a manner that after its occurrence, energy prices have seen a fractional retrieval driven by crude oil charges. The recent drop in oil demand and prices has been a result of a number of factors: weakening global demand, the unwinding of some geopolitical risks, several years of upward surprises in the production of unconventional oil, and a significant shift in OPEC policy.
One of the factors that benefit from lower prices is those that are reliant on consumer expenditure. When patrons spend less on oil, they have more non-refundable income for other purchases. The cost of oil has become negative for the first time in history. That denotes that oil producers compensate consumers for taking the resource off their hands over worries that storing volume may perhaps run out in May. Demand for oil has all but become more reduced as lockdowns across the universe have kept individuals inside.
The cost of oil impacts the price of other manufacturing and production across the nation of Ireland. A fall in fuel costs signifies reduced conveyance prices and low-priced carrier tickets. COVID 19 travel restrictions have resulted in an unprecedented fall in demand for oil, according to the World Bank. Costs have dropped abruptly, and below zilch in several cases. With a lot of the world shut down as a result of the coronavirus crisis, the outcomes for supplies have been dramatic. Another factor that causes a drop in oil demand and supply is natural disasters. Such disasters may include flooding and Katrina hurricanes. From a global outlook, political uncertainty in the Middle East results to oil values to fluctuate, as the area accounts for the larger share of the world oil supply. On the other hand, production expenses affect costs, together with storage capacity; even though less impactful, the course of interest rates can also impact the price of supplies.
This the occurrence of COVID 19, causing the economic slowdown, including oil dropping, it is essential to recommend an oil production reduction to sustain reduced demand. The cut would favor US shale manufacturers whose product development has moved oil movements and debilitated the comparative position of both Russia1 and OPEC. It is also essential to gain markets by giving discounts to customers in the Americas, Northern Europe, and Asia. It is also significant for the company to add barrels per day to its production over the approaching months. Oil majors that function across the whole value chain can hedgerow against several of the reduction in upstream returns with augmented margins in purifying and downstream retail corporate. In addition, corporations with trading supports, such as Shell and BP, can discover additional advantages in market instability.
Stopping Teenage drinking
Underage alcohol consumption has become one of the greatest social issues among young individuals in Ireland nowadays. Even though more than half of young adults drink on a regular basis, the main concern is that they are not conscious of how dangerous alcohol can be. The truth is that liquor is normally the reason for a lot of problems among these youngsters. In other words, it ruins lots of young individual’s lives and is currently one of the most serious problems and difficulties the underage generation goes through.
Consuming alcohol and driving is one big issue normally connected with underage or teenage drinking. Deadly alcohol linked crashes make up 25% of the crashes involved among young drivers. Alcohol decreases the ability to concentrate, dampens parts of the brain that are vital to decision making, and reduces the response time behind the wheel. Those drunken teenagers are treacherous on the road and can simply hurt someone innocent or themselves. Something big requires to be put into practice, or this risky tendency will continue to harm several individuals in the forthcoming days.
Another concern with underage alcohol consumption is the reality that they lose control of their actions. These drink regularly consequences in youngsters engaging in risky sexual behavior. Unplanned pregnancies, sexually transmitted diseases, raping, and HIV infections very commonly connected back to when they had been taking alcohol. These underage individuals lose judgment and a lot of times take part in things they would not do if they had not drunk. Losing judgments outcomes in various actions that are regretted, and as a result, they then comprehend that they could have been circumvented.
Consuming alcohol is tremendously damaging to someone’s body, particularly to an underage. It has a negative impact on almost every organ system, either indirectly or directly. Inopportunely, alcohol drinkers usually do not reason about what types of consequence alcohol will have on them when they become older; so a lot of underage ends up learning the difficult way. Underage or teenagers that abuse alcohol regularly develop problems with their stomach, liver, mouth, heart, and throat.
Options to deal with the issue of underage alcohol consumption may have impacts on governmental objectives and other unintended consequences. Among conceivable interventions projected to lessen alcohol consumption among the underage drinking in Ireland is alcohol price control which includes restriction or bans on discount sales, the use of price promotions, flat rates for unlimited drinking, and sales below cost. Findings confirm that pricing has the downwards sloping demand curve. As the cost of the alcohol rises, the quantity demanded of the alcohol falls. Policies that increase the costs of alcoholic drinks can be operational in decreasing the economic, health, and social outcomes resulting from alcohol usage and abuse among underage individuals.
Increase in alcoholic drinks price and taxes leads to significant diminutions in alcohol drinking among the underage. As a result, the government will generate substantial new tax revenue. Alternatively, rising alcohol taxes can negatively impact or be harmful to some alcohol businesses and also impact to rising of the number joblessness (Sunday et al., 2019). Alcohol may perhaps be taxed centered on its value, or capacity of pure alcohol, for instance through an excise. One likely strategy response to the problem of diet-related sickness is non-alcoholic drinks taxes and subsidies. However, the net wellbeing gains of these methods are indeterminate because of substitution effects between foods. A subsidy on non-alcoholic drink will reduce alcoholic drink consumption. An education policy via advertising and school visits to spread the word on the damage of excessive alcohol use could manage the problem of underage drinking of alcohol in Ireland. A school is a significant setting for interventions intended to prevent alcohol usage and abuse among the underage. Most of the school interventions attempt to lessen risk issues for alcohol use among the underage.
Reference
Bowes, A., Lomax, L., & Piasecki, J. (2020). The impact of the COVID-19 lockdown on elite sportswomen. Managing Sport and Leisure, 1-17.
https://doi.org/10.1080/23750472.2020.1825988
Harding, F. M., Hingson, R. W., Klitzner, M., Mosher, J. F., Brown, J., Vincent, R. M., … & Cannon, C. L. (2016). Underage drinking: a review of trends and prevention strategies. American journal of preventive medicine, 51(4), S148-S157.https://doi.org/10.1016/j.amepre.2016.05.020
Khan, M. I. (2017). Falling oil prices: Causes, consequences and policy implications. Journal of Petroleum Science and Engineering, 149, 409-427.
https://doi.org/10.1016/j.petrol.2016.10.048 Nhamo, G., Dube, K., & Chikodzi, D. (2020). Impact of COVID-19 on the Global Sporting Industry and Related Tourism. In Counting the Cost of COVID-19 on the Global Tourism Industry (pp. 225-249). Springer, Cham
https://doi.org/10.1007/978-3-030-56231-1_10
Sunday, S., Keogan, S., Hanafin, J., & Clancy, L. ESPAD 2019: European Schools Project on Alcohol and Other Drugs in Ireland.