Art Inc.: Global Innovation’s Challenges Case Study

The preparation for growth can be seen as East Coast Yachts increased their fixed assets by $60,000,000. However, they managed to reduce their cash flow by $6,786,000 through the sale of fixed assets. Although the investment of $53,214,000 appears significant, it can be seen as necessary if the company plans to grow and needs to keep up with increased demand.

Applied the wise Leadership to resolve Conflicts within the project team, recording growth of Implement the diversified Buildings, establishing critical Goals, Communicate positively with clients and ensured attainment Achievements throughout all project

In his new position as Chief of Staff, he holds town hall meetings where employees from all sections can come and voice their opinion's and hear about the news and changes on both national and local front. He sends out by weekly "blogs" on the changes and plans as they occur in the vein of having complete "transparency". His open policy and willingness to hear the issues have made him a great leader. He is friendly, approachable, fair and well liked. He often participates in summer picnics for the facility and last year was the Leader of choice for the "Dunk Tank" booth. There was a very long line and fun was had by all. The reality of the man as a leader is that he has never really changed. He acts and is now as he has always been. I have not seen a great change in his personality or leadership style

burden of amortization of investments and fixed costs; an insufficient capacity will mean the loss

Jon Hager was the most effective line manager out of the other line managers that we used in our group. He is a new manager at Total Electric. He is an outgoing and approachable manager, which are good traits for managers, seeing that it makes it easier for the employees to ask questions that they may be scared to ask because they do not want to seem unintelligent. He tries to do jobs as if he was doing them for his friends, family, or himself. This is good because if one was just doing a job for a stranger they probably would not do as good a job as they would for their friends, family, or their self. Doing his jobs as if he were doing them for friends, family, or himself helps motivate him to do better on his tasks. He also motivates himself

he was resourceful (thanks to his experience from the bottom of the company to the top

He is very responsive to leadership suggestions and guidance, and has shown a willingness and ability to follow directives promptly and thoroughly. He tirelessly works with TRIAD partners to meet their needs as well as representing SOSE&I

Success is not a mountain peak, nor is it the finish line. Success is persevering in the journey. That’s important to remember in a Command Center, because everyday a dozen missions are planned, many cases worked, a multitude of details attended to and a legion of challenges to be sorted. In this journey is no finishing, there is no summit. Achieving success in a Command Center is a marathon without end, a 24 hour a day race against failure, and success is possible only through the unified belief of those undertaking the effort that their actions matter, that what they are doing is personally and professionally meaningful. Overtime, the constant flow of cases can erode morale like a river carving a canyon. Chasms can appear in the confidence and motivation of the watchstanders, which is a recipe for failure. This is where the third and final pillar of my leadership philosophy comes into play: Vigilant Inspiration. To combat the grinding down of the most important element in the Command Center, the will of the watchstander, requires vigilance and constant recognition to maintain the motivation of my people. Enthusiasm is a delicate flower that flourishes in a harsh environment only with care and vigilance, encouragement, praise, and the belief that we have each others’ success as our priority. To this end, I must be vigilant to praise whenever it’s merited, to document positive performance, and to connect on a personal level with my people to find out what makes them tick. Only through knowing my people, am I able to perceive when they are struggling with a deficit of motivation, burnout, or ennui. Only through showing them that I care about them personally am I able to earn their trust. Only through having their trust am I able to earn their respect. Only through having their respect am I able to make praise meaningfully. This is Vigilant

This interest sparks him to take up new challenges and initiatives at work, he has a never-say-no attitude for the things that are required in the project. He played an important role in transitioning the team with knowledge he acquired from the client in initial phases of the project.

A good leader should be able work with his managers, and be capable of managing those who work within his organizational structure. He missed some great opportunities with his employees, who likely would have been willing to really work hard with him to obtain the business efficiencies which were needed. Part of creating a good team is to create in such a way the dynamics of the team would have caused them to all work

He has a dominant leadership style, very authentic with his emotions and candor. We have had positive meetings in the past due to our operations background.

Our class textbook, Exploring Art: A Global, Thematic Approach, offers historical context into the role of gender in art. The text examines gender roles across time periods, countries, and mediums, revealing much of the reason we are where we are today. As a part of the Cengage curriculum, it highlights some of the most crucial points and works throughout history, such as Abduction of the Daughters of Leucippus, to depict the context of the origins of the female relationship throughput art

He was a good manager but not a leader as he was exceptional planner and controller but was unable to have a good relationship with the team members. All of us never felt motivated by him to work.

Take a conservative approach in financing operations. This was to be achieved by reducing the amount of debt and not taking any unnecessary financial risks. To reduce the amount of debt, the plan was to have the company pay off loans early in order to save monthly interest expenses. To avoid taking financial risks, the company was to use financial resources to improve the capacity and performance of the existing NA and AP plants rather than invest in new plants in other regions. The other objective of these action plans was to increase the company's financial rating so that future financing could be obtained at reduced interest rates should the need arise to finance the construction of a new plant.

Slowing economic growth and continuing uncertainty in the global economy filtered down to the art market in 2012 with global sales contracting by 7% to $58.3 billion